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(Semaphore)
A semaphore telegraph, optical telegraph, shutter telegraph chain, Chappe telegraph, or Napoleonic semaphore is a system of conveying information by means of visual signals, using towers with pivoting shutters, also known as blades or paddles. Information is encoded by the position of the mechanical elements; it is read when the shutter is in a fixed position.
The system was invented in 1792 in France by Claude Chappe, and was popular in the late 18th to early 19th century
Initiating Planning Executing Monitoring & Controlling Closing
Project Management Process Groups
4. IntegrationProject
Management5. Scope
6. Time
7. Cost
8. Quality
9. Human Resources
10. Communications
11. Risk
12. Procurement
13. Stakeholder
Kno
wle
dge
Are
as
8.3 Control Quality
8.38.28.1
8.1 Plan Quality Management - define quality
8.2 Perform Quality Assurance - confirm quality
8.3 Control Quality - assess quality
Planning Process Group
Executing Process Group
Initiating Process Group
Closing Process Group
Monitoring & Controlling Process Group
Project Quality Management
232 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Stakeholder register
.3 Risk register
.4 Requirements documentation.5 Enterprise environmental factors.6 Organizational process assets
.1 Cost-benefit analysis
.2 Cost of quality
.3 Seven basic quality tools
.4 Benchmarking
.5 Design of experiments
.6 Statistical sampling
.7 Additional quality planning tools.8 Meetings
.1 Quality management plan
.2 Process improvement plan.3 Quality metrics.4 Quality checklists.5 Project documents updates
Figure 8-3. Plan Quality Management Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.1Plan
QualityManagement
8.2Perform Quality
Assurance
8.3ControlQuality
P
Q
ProjectDocuments
R
R
P
11.2IdentifyRisks
5.2Collect
Requirements
4.2Develop ProjectManagement
Plan
13.1Identify
Stakeholders
Enterprise/Organization
11.2IdentifyRisks
Figure 8-4. Plan Quality Management Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
243©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Quality management plan
.2 Process improvement plan.3 Quality metrics.4 Quality control measurements.5 Project documents
.1 Quality management and control tools.2 Quality audits.3 Process analysis
.1 Change requests
.2 Project management plan updates.3 Project documents updates.4 Organizational process assets updates
Figure 8-8. Perform Quality Assurance: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.2Perform Quality
Assurance
8.1Plan QualityManagement
8.3ControlQuality
P
P
Q
C
P
P ProjectDocuments
ProjectDocuments
4.5Perform
IntegratedChange Control
4.2Develop ProjectManagement
Plan
Enterprise/Organization
Figure 8-9. Perform Quality Assurance Data Flow Diagram
The quality assurance process implements a set of planned and systematic acts and processes defined within the project’s quality management plan. Quality assurance seeks to build confidence that a future output or an unfinished output, also known as work in progress, will be completed in a manner that meets the specified requirements and expectations. Quality assurance contributes to the state of being certain about quality by preventing defects through the planning processes or by inspecting out defects during the work-in-progress stage of implementation. Perform Quality Assurance is an execution process that uses data created during Plan Quality Management (Section 8.1) and Control Quality (Section 8.3) processes.
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
To monitor and record results of executing the quality management plan
To identify causes of poor process or product quality and recommend and/or take action to eliminate them
To validate that deliverables and work meet the requirements necessary for final acceptance
A QC department may be responsible for this
8.3 Control Quality
What & Why? PM
BOK
p. 2
49
249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Quality Assurance:
Performed during the planning and executing phases to confirm that the stakeholder’s requirements will be met
Quality Control:
Performed during the executing and closing phases to show that the project’s acceptance criteria has been met
8.3 Control Quality
What & Why? PM
BOK
p. 2
49
249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Useful terms:
Prevention: keeping errors out of the process Inspection: keeping errors out of the hands of the customer
Attribute sampling: a result either conforms or does not conform Variables sampling: a result is rated on a scale that measures the degree of conformity
Tolerances: a specified range of acceptable results Control limits: boundaries of variation in a process
8.3 Control Quality
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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Useful terms:
Mutual Exclusivity: 2 events cannot happen at the same time
Probability: the likelihood that something will happen
Normal Distribution: the most common probability distribution (bell chart)
8.3 Control Quality
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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Useful terms:
Statistical Independence: the probability of one event occurring does not affect the probability of another occurring
Standard Deviation (sigma): a measure of range from the mean
8.3 Control Quality
PMBO
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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Quality Metrics, (from the project management plan):
A project or product attribute and how it will be measured, such as:
Number of bugs in a piece of software Number of items that fail inspection Mean time between failure Mean time to repair
- see website for a link to more
8.3 Control Quality
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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Quality Checklists: lists of items to inspect, steps to perform or a picture of what is to be inspected
Work Performance Data:
Planned vs. actual technical performance Planned vs. actual schedule performance Planned vs. actual cost performance
8.3 Control Quality
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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Deliverables: the product, result or capability
Project Documents, such as:
Agreements Quality audit reports & change logs Training plans & assessments of effectiveness Charts & reports from the seven basic quality tools
8.3 Control Quality
PMBO
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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
The Seven Basic Quality Tools:
8.3 Control Quality
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239©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Cause & Effect Diagram Flowcharts Checksheets
Pareto Diagrams Histograms Control Charts
Scatter Diagrams
Figure 8-7. Storyboard Illustrating a Conceptual Example of Each of the Seven Basic Quality Tools
8.1.2.4 Benchmarking
Benchmarking involves comparing actual or planned project practices to those of comparable projects to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.
Benchmarked projects may exist within the performing organization or outside of it, or can be within the same application area. Benchmarking allows for analogies from projects in a different application area to be made.
8.1.2.5 Design of Experiments
Design of experiments (DOE) is a statistical method for identifying which factors may influence specific variables of a product or process under development or in production. DOE may be used during the Plan Quality Management process to determine the number and type of tests and their impact on cost of quality.
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Cause & effect diagramFlowchart
Check sheetPareto diagram
HistogramControl chart
Scatter diagram
249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Statistical Sampling: choosing a portion of the work for inspection
Inspection: reviews, peer reviews, audits or walkthroughs (also used to check defect repairs)
Approved Change Requests Review: checking on the change
8.3 Control Quality
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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Quality Control Measurements: the results of control quality activities
Validated Changes: the changed or repaired items are inspected
8.3 Control Quality
PMBO
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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Verified Deliverables: the approved work
Work Performance Information:
What are the causes for rejection, required rework or adjusting a process?
8.3 Control Quality
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Rita’s Quality Management Process:
Rita
p. 3
16
8.1 Plan Quality Management - define quality
8.2 Perform Quality Assurance - confirm quality
8.3 Control Quality - assess quality
Planning Process Group
Executing Process Group
Initiating Process Group
Closing Process Group
Monitoring & Controlling Process Group
Project Quality Management
232 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Stakeholder register
.3 Risk register
.4 Requirements documentation.5 Enterprise environmental factors.6 Organizational process assets
.1 Cost-benefit analysis
.2 Cost of quality
.3 Seven basic quality tools
.4 Benchmarking
.5 Design of experiments
.6 Statistical sampling
.7 Additional quality planning tools.8 Meetings
.1 Quality management plan
.2 Process improvement plan.3 Quality metrics.4 Quality checklists.5 Project documents updates
Figure 8-3. Plan Quality Management Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.1Plan
QualityManagement
8.2Perform Quality
Assurance
8.3ControlQuality
P
Q
ProjectDocuments
R
R
P
11.2IdentifyRisks
5.2Collect
Requirements
4.2Develop ProjectManagement
Plan
13.1Identify
Stakeholders
Enterprise/Organization
11.2IdentifyRisks
Figure 8-4. Plan Quality Management Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
243©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Quality management plan
.2 Process improvement plan.3 Quality metrics.4 Quality control measurements.5 Project documents
.1 Quality management and control tools.2 Quality audits.3 Process analysis
.1 Change requests
.2 Project management plan updates.3 Project documents updates.4 Organizational process assets updates
Figure 8-8. Perform Quality Assurance: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.2Perform Quality
Assurance
8.1Plan QualityManagement
8.3ControlQuality
P
P
Q
C
P
P ProjectDocuments
ProjectDocuments
4.5Perform
IntegratedChange Control
4.2Develop ProjectManagement
Plan
Enterprise/Organization
Figure 8-9. Perform Quality Assurance Data Flow Diagram
The quality assurance process implements a set of planned and systematic acts and processes defined within the project’s quality management plan. Quality assurance seeks to build confidence that a future output or an unfinished output, also known as work in progress, will be completed in a manner that meets the specified requirements and expectations. Quality assurance contributes to the state of being certain about quality by preventing defects through the planning processes or by inspecting out defects during the work-in-progress stage of implementation. Perform Quality Assurance is an execution process that uses data created during Plan Quality Management (Section 8.1) and Control Quality (Section 8.3) processes.
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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
8 - PROJECT QUALITY MANAGEMENT
8
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Quality metrics
.3 Quality checklists
.4 Work performance data
.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change requests review
.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates
Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs
Project Quality Management
8.3ControlQuality
8.2Perform Quality
Assurance
8.1Plan QualityManagement
Projectocuments
A erequests
Wo P
PQ sQ s
Organizational
updates
controlmeasurements
4.2Develop ProjectManagement
Plan
4.5Perform
IntegratedChange Control
4.3Direct and
Manage ProjectWork
4.2Develop ProjectManagement
Plan
4.4Monitor and
Control ProjectWork
4.5Perform
IntegratedChange Control
5.5ValidateScope
Enterprise/Organization
ProjectDocuments
Enterprise/Organization
ProjectDocuments
Projectocuments
updates
Verifiedeliverables
Changerequests
ValidatedchangesWoperformanceInformation
Figure 8-12. Control Quality Data Flow Diagram
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Initiating Planning Executing Monitoring & Controlling Closing
Project Management Process Groups
4. IntegrationProject
Management5. Scope
6. Time
7. Cost
8. Quality
9. Human Resources
10. Communications
11. Risk
12. Procurement
13. Stakeholder
Kno
wle
dge
Are
as
10.3 Control Communications
10.310.210.1
According to Rita how much time does a project manager spend communicating?
According to Rita how much time does a project manager spend communicating?
About 90%
10.1 Plan Communications Management: how & why
10.2 Manage Communications: create, collect, distribute, store & retrieve
10.3 Control Communications: meeting communication needs
Planning Process Group
Executing Process Group
Initiating Process Group
Closing Process Group
Monitoring & Controlling Process Group
10.3 Control Communications
289©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
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10.1 Plan Communications Management
Plan Communications Management is the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets. The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-2. Figure 10-3 depicts the data flow diagram of the Plan Communications Management process.
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Stakeholder register
.3 Enterprise environmental factors.4 Organizational process assets
.1 Communication requirements analysis.2 Communication technology.3 Communication models.4 Communication methods.5 Meetings
.1 Communications management plan.2 Project documents updates
Figure 10-2. Plan Communications Management: Inputs, Tools & Techniques, and Outputs
Project Communications Management
10.1Plan
CommunicationsManagement
10.2Manage
Communications
register Communications
Organizational
nvironmentalfactors
Project
Projectocuments
s
4.2Develop ProjectManagement
Plan
13.3Manage
StakeholderEngagement
13.1Identify
Stakeholders
Enterprise/Organization
ProjectDocuments
Figure 10-3. Plan Communications Management Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction. 297©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
10 - PROJECT COMMUNICATIONS MANAGEMENT
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The communications management plan can also include guidelines and templates for project status meetings, project team meetings, e-meetings, and e-mail messages. The use of a project website and project management software can also be included if these are to be used in the project.
10.1.3.2 Project Documents Updates
Project documents that may be updated include, but are not limited to:
Project schedule, and
Stakeholder register.
10.2 Manage Communications
Manage Communications is the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan. The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-5. Figure 10-6 depicts the data flow diagram of the Manage Communications process.
Inputs Tools & Techniques Outputs
.1 Communications management plan.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets
.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting
.1 Project communications
.2 Project management plan updates.3 Project documents updates.4 Organizational process assets updates
Figure 10-5. Manage Communications: Inputs, Tools & Techniques, and Outputs
42367_ManualPMI5_book-R1.indb 297 3/11/13 4:27 PM
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
10 - PROJECT COMMUNICATIONS MANAGEMENT
10
Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.
Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.
10.3 Control Communications
Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Project communications
.3 Issue log
.4 Work performance data
.5 Organizational process assets
.1 Information management systems.2 Expert judgment.3 Meetings
.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates
Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs
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To make sure that the right message is delivered to the right audience at the right time
To monitor, control and update the communications plan
10.3 Control Communications
PMBO
K p
. 303
What & Why?
303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
10 - PROJECT COMMUNICATIONS MANAGEMENT
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Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.
Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.
10.3 Control Communications
Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Project communications
.3 Issue log
.4 Work performance data
.5 Organizational process assets
.1 Information management systems.2 Expert judgment.3 Meetings
.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates
Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Project Management Plan, which includes:
The reason for distributing the information
The time frame & frequency for distributing information
The individual responsible for communicating
Who is receiving the information
10.3 Control Communications
PMBO
K p
. 303
303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
10 - PROJECT COMMUNICATIONS MANAGEMENT
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Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.
Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.
10.3 Control Communications
Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Project communications
.3 Issue log
.4 Work performance data
.5 Organizational process assets
.1 Information management systems.2 Expert judgment.3 Meetings
.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates
Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs
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Project Communications:
The act of communicating - what is released to stakeholders
This may include regular reporting on:
Deliverables status
Schedule progress
Costs incurred
10.3 Control Communications
PMBO
K p
. 303
303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
10 - PROJECT COMMUNICATIONS MANAGEMENT
10
Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.
Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.
10.3 Control Communications
Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Project communications
.3 Issue log
.4 Work performance data
.5 Organizational process assets
.1 Information management systems.2 Expert judgment.3 Meetings
.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates
Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs
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Issue Log:
Used to document and monitor the resolution of issues
Work Performance Data, which may include:
Details about what communications have been distributed
Feedback on communication
Observations and surveys on communication effectiveness
10.3 Control Communications
PMBO
K p
. 303
303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
10 - PROJECT COMMUNICATIONS MANAGEMENT
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Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.
Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.
10.3 Control Communications
Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Project communications
.3 Issue log
.4 Work performance data
.5 Organizational process assets
.1 Information management systems.2 Expert judgment.3 Meetings
.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates
Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs
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Information Management Systems:
Software to create: spreadsheets, charts and presentations ...
Meetings, to:
Respond to stakeholder requests
Decide how to update and communicate project performance
Meet with suppliers, vendors and other stakeholders
10.3 Control Communications
PMBO
K p
. 303
303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
10 - PROJECT COMMUNICATIONS MANAGEMENT
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Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.
Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.
10.3 Control Communications
Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Project communications
.3 Issue log
.4 Work performance data
.5 Organizational process assets
.1 Information management systems.2 Expert judgment.3 Meetings
.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates
Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Work Performance Information:
Status reports and progress information required by stakeholders
10.3 Control Communications
PMBO
K p
. 303
10.1 Plan Communications Management: how & why
10.2 Manage Communications: create, collect, distribute, store & retrieve
10.3 Control Communications: meeting communication needs
Planning Process Group
Executing Process Group
Initiating Process Group
Closing Process Group
Monitoring & Controlling Process Group
10.3 Control Communications
289©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
10 - PROJECT COMMUNICATIONS MANAGEMENT
10
10.1 Plan Communications Management
Plan Communications Management is the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets. The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-2. Figure 10-3 depicts the data flow diagram of the Plan Communications Management process.
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Stakeholder register
.3 Enterprise environmental factors.4 Organizational process assets
.1 Communication requirements analysis.2 Communication technology.3 Communication models.4 Communication methods.5 Meetings
.1 Communications management plan.2 Project documents updates
Figure 10-2. Plan Communications Management: Inputs, Tools & Techniques, and Outputs
Project Communications Management
10.1Plan
CommunicationsManagement
10.2Manage
Communications
register Communications
Organizational
nvironmentalfactors
Project
Projectocuments
s
4.2Develop ProjectManagement
Plan
13.3Manage
StakeholderEngagement
13.1Identify
Stakeholders
Enterprise/Organization
ProjectDocuments
Figure 10-3. Plan Communications Management Data Flow Diagram
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction. 297©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
10 - PROJECT COMMUNICATIONS MANAGEMENT
10
The communications management plan can also include guidelines and templates for project status meetings, project team meetings, e-meetings, and e-mail messages. The use of a project website and project management software can also be included if these are to be used in the project.
10.1.3.2 Project Documents Updates
Project documents that may be updated include, but are not limited to:
Project schedule, and
Stakeholder register.
10.2 Manage Communications
Manage Communications is the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan. The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-5. Figure 10-6 depicts the data flow diagram of the Manage Communications process.
Inputs Tools & Techniques Outputs
.1 Communications management plan.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets
.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting
.1 Project communications
.2 Project management plan updates.3 Project documents updates.4 Organizational process assets updates
Figure 10-5. Manage Communications: Inputs, Tools & Techniques, and Outputs
42367_ManualPMI5_book-R1.indb 297 3/11/13 4:27 PM
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
10 - PROJECT COMMUNICATIONS MANAGEMENT
10
Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.
Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.
10.3 Control Communications
Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.
Inputs Tools & Techniques Outputs
.1 Project management plan
.2 Project communications
.3 Issue log
.4 Work performance data
.5 Organizational process assets
.1 Information management systems.2 Expert judgment.3 Meetings
.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates
Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs
Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
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