Quick Reference Guide PMBoK

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Freshmen
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248412
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Quick Reference Guide PMBoK
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2013-11-28 23:38:26
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PMBoK 5th Edition Quick Reference Study Guide
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This QRG is based on the PMBoK 5th edition. This covers the 10 Knowledge areas, 5 Process Groups and the 47 Processes inputs, tools and techniques
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  1. 4. Project Integration Management
    includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups
    • Project Integration Management processes are as follows:
    • 4.1 Develop Project Charter (Initiating)
    • 4.2 Develop Project Management Plan (Planning)
    • 4.3 Direct and Manage Project Work (Executing)
    • 4.4 Monitor and Control Project Work (Controlling)
    • 4.5 Perform Integrated Change Control (Controlling)
    • 4.6 Close Project or Phase (Closing)
  2. Project Integration Management Knowledge Area
      
    4.1 Develop Project Charter
       
    5 Inputs -> 2 Tools & Techniques -> 1 Outputs
    Develop Project Charter is the part of the Initiating process.  

    Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.

    • Inputs
      1. Project statement of work
      2. Business case
      3. Agreements
      4. Enterprise environmental factors
      5. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Facilitation techniques

    • Outputs
      1. Project charter
  3. Project Integration Management Knowledge Area
      
    4.2 Develop Project Management Plan
     
    4 Inputs -> 2 Tools & Techniques -> 1 Outputs
    Develop Project Management Plan is the part of the Initiating process.

    Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The key benefit of this process is a central document that defines the basis of all project work.

    • Inputs
      1. Project charter
      2. Outputs from other processes
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Facilitation techniques

    • Outputs
      1. Project Management Plan
  4. Project Integration Management Knowledge Area
      
    4.3 Direct and Manage Project Work
     
    4 Inputs -> 3 Tools & Techniques -> 5 Outputs
    Direct and Manage Project Work is the part of the Execution process.

    Direct and Manage Project Work is the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives. The key benefit of this process is that it provides overall management of the project work.

    • Inputs
      1. Project management plan
      2. Approved change requests
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Project management information system
      3. Meetings

    • Outputs
      1. Deliverables
      2. Work performance data
      3. Change requests
      4. Project management plan updates
      5. Project documents updates Plan
  5. Project Integration Management Knowledge Area
     
    4.3 Direct and Manage Project Work
     
    4 Inputs -> 3 Tools & Techniques -> 5 Outputs
    Direct and Manage Project Work is part of the Executing Process Group.  

    Direct and Manage Project Work is the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives. The key benefit of this process is that it provides overall management of the project work.

    • Inputs
      1. Project management plan
      2. Approved change requests
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Project management information system
      3. Meetings

    • Outputs
      1. Deliverables
      2. Work performance data
      3. Change requests
      4. Project management plan updates
      5. Project documents updates
  6. Project Integration Management Knowledge Area
     
    4.4 Monitor and Control Project Work
     
    7 Inputs -> 4 Tools & Techniques -> 4 Outputs
    Monitor and Control Project Work is part of the Monitor and Control Process Group.  

    Monitor and Control Project Work is the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan. The key benefit of this process is that it allows stakeholders to understand the current state of the project, the steps taken, and budget, schedule, and scope forecasts.

    • Inputs
      1. Project management plan
      2. Schedule forecasts
      3. Cost forecasts
      4. Validated changes
      5. Work performance information
      6. Enterprise environmental factors
      7. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Analytical techniques
      3. Project management information system
      4. Meetings

    • Outputs
      1. Change requests
      2. Work performance reports
      3. Project management plan updates
      4. Project documents updates
  7. Project Integration Management Knowledge Area
     
    4.5 Perform Integrated Change Control
     
    5 Inputs -> 3 Tools & Techniques -> 4 Outputs
    Perform Integrated Change Control is part of the Monitor and Control Process Group.  

    Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes. The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans.

    • Inputs
      1. Project management plan
      2. Work performance reports
      3. Change requests
      4. Enterprise environmental factors
      5. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Meetings
      3. Change control tools

    • Outputs
      1. Approved change requests
      2. Change log
      3. Project management plan updates
      4. Project documents updates
  8. Project Integration Management Knowledge Area
     
    4.6 Close Project or Phase
     
    3 Inputs -> 3 Tools & Techniques -> 2 Outputs
    Close Project or Phase is part of the Closing Process Group.  

    Close Project or Phase is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.

    • Inputs
      1. Project management plan
      2. Accepted deliverables
      3. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Analytical techniques
      3. Meetings

    • Outputs
      1. Final product, service, or result transition
      2. Organizational process assets updates
  9. 5. Project Scope Management
    includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.
    • Project Scope Management processes are as follows:
    • 5.1 Plan Scope Management (Planning)
    • 5.2 Collect Requirements (Planning)
    • 5.3 Define Scope (Planning)
    • 5.4 Create WBS (Planning)
    • 5.5 Validate Scope (Controlling)
    • 5.6 Control Scope (Controlling)
  10. Scope Management Knowledge Area
     
    5.1 Plan Scope Management
     
    4 Inputs -> 2 Tools & Techniques -> 2 Outputs
    5.1 Plan Scope Management is part of the Planning Process Group.  

    Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled. The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project.

    • Inputs
      1. Project management plan
      2. Project charter
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Meetings

    • Outputs
      1. Scope management plan
      2. Requirements management plan
  11. Scope Management Knowledge Area
     
    5.2 Collect Requirements
     
    5 Inputs -> 11 Tools & Techniques -> 2 Outputs
    Collect Requirements is part of the Planning Process Group.  

    Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.

    • Inputs
      1. Scope management plan
      2. Requirements management plan
      3. Stakeholder management plan
      4. Project charter
      5. Stakeholder register

    • Tools & Techniques
      1. Interviews
      2. Focus groups
      3. Facilitated workshops
      4. Group creativity techniques
      5. Group decision-making techniques
      6. Questionnaires and surveys
      7. Observations
      8. Prototypes
      9. Benchmarking
      10. Context diagrams
      11. Document analysis

    • Outputs
      1. Requirements documentation
      2. Requirements traceability matrix
  12. Scope Management Knowledge Area

    5.3 Define Scope
     
    4 Inputs -> 4 Tools & Techniques -> 2 Outputs
    Define Scope is part of the Planning Process Group.  

    Define Scope is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the project, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.

    • Inputs
      1. Scope management plan
      2. Project charter
      3. Requirements documentation
      4. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Product analysis
      3. Alternatives generation
      4. Facilitated workshops

    • Outputs
      1. Project scope statement
      2. Project documents updates
  13. Scope Management Knowledge Area
     
    5.4 Create WBS
     
    5 Inputs -> 2 Tools & Techniques -> 2 Outputs
    Create WBS is part of the Planning Process Group.  

    Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered.

    • Inputs
      1. Scope management plan
      2. Project scope statement
      3. Requirements documentation
      4. Enterprise environmental factors
      5. Organizational process assets

    • Tools & Techniques
      1. Decomposition
      2. Expert judgment

    • Outputs
      1. Scope baseline
      2. Project documents updates
  14. Scope Management Knowledge Area
     
    5.5 Validate Scope
     
    5 Inputs -> 2 Tools & Techniques -> 4 Outputs
    Validate Scope is part of the Controlling Process Group.  

    Validate Scope is the process of formalizing acceptance of the completed project deliverables. The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.

    • Inputs
      1. Project management plan
      2. Requirements documentation
      3. Requirements traceability matrix
      4. Verified deliverables
      5. Work performance data

    • Tools & Techniques
      1. Inspection
      2. Group decision-making techniques

    • Outputs
      1. Accepted deliverables
      2. Change requests
      3. Work performance information
      4. Project documents updates
  15. Scope Management Knowledge Area
     
    5.6 Control Scope
     
    5 Inputs -> 1 Tools & Techniques -> 5 Outputs
    Control Scope is part of the Controlling Process Group.  

    Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. The key benefit of this process is that it allows the scope baseline to be maintained throughout the project.

    • Inputs
      1. Project management plan
      2. Requirements documentation
      3. Requirements traceability matrix
      4. Work performance data
      5. Organizational process assets

    • Tools & Techniques
      1. Variance analysis

    • Outputs
      1. Work performance information
      2. Change requests
      3. Project management plan updates
      4. Project documents updates
      5. Organizational process assets updates
  16. 6. Project Time Management
    includes the processes required to manage the timely completion of the project.
    • Project Time Management processes are as follows:
    • 6.1 Plan Schedule Management (Planning)
    • 6.2 Define Activities (Planning)
    • 6.3 Sequence Activities (Planning)
    • 6.4 Estimate Activity Resources (Planning)
    • 6.5 Estimate Activity Durations (Planning)
    • 6.6 Develop Schedule (Planning)
    • 6.7 Control Schedule (Controlling)
  17. Project Time Management Knowledge Area
     
    6.1 Plan Schedule Management
     
    4 Inputs -> 3 Tools & Techniques -> 1 Outputs
    Plan Schedule Management is part of the Planning Process Group.  

    Plan Schedule Management is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.

    • Inputs
      1. Project management plan
      2. Project charter
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Analytical techniques
      3. Meetings

    • Outputs
      1. Schedule management plan
  18. Project Time Management Knowledge Area

    6.2 Define Activities
     
    4 Inputs -> 3 Tools & Techniques -> 3 Outputs
    Define Activities is part of the Planning Process Group.  

    Define Activities is the process of identifying and documenting the specific actions to be performed to produce the project deliverables. The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

    • Inputs
      1. Schedule management plan
      2. Scope baseline
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Decomposition
      2. Rolling wave planning
      3. Expert judgment

    • Outputs
      1. Activity list
      2. Activity attributes
      3. Milestone list
  19. Project Time Management Knowledge Area
     
    6.3 Sequence Activities
     
    7 Inputs -> 3 Tools & Techniques -> 2 Outputs
    Sequence Activities is part of the Planning Process Group.  

    Sequence Activities is the process of identifying and documenting relationships among the project activities. The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.

    • Inputs
      1. Schedule managementplan
      2. Activity list
      3. Activity attributes
      4. Milestone list
      5. Project scope statement
      6. Enterprise environmental factors
      7. Organizational process assets

    • Tools & Techniques
      1. Precedence diagramming method (PDM)
      2. Dependency determination
      3. Leads and lags

    • Outputs
      1. Project schedule network diagrams
      2. Project documents updates
  20. Project Time Management Knowledge Area
     
    6.4 Estimate Activity Resources
     
    8 Inputs -> 5 Tools & Techniques -> 3 Outputs
    Estimate Activity Resources is part of the Planning Process Group.  

    Estimate Activity Resources is the process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity. The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.

    • Inputs
      1. Schedule management plan
      2. Activity list
      3. Activity attributes
      4. Resource calendars
      5. Risk register
      6. Activity cost estimates
      7. Enterprise environmental factors
      8. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Alternative analysis
      3. Published estimating data
      4. Bottom-up estimating
      5. Project management software

    • Outputs
      1. Activity resource requirements
      2. Resource breakdown structure
      3. Project documents updates
  21. Project Time Management Knowledge Area
     
    6.5 Estimate Activity Durations
     
    10 Inputs -> 6 Tools & Techniques -> 2 Outputs
    Estimate Activity Durations is part of the Planning Process Group.  

    Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities with estimated resources. The key benefit of this process is that it provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process.

    • Inputs
      1. Schedule management plan
      2. Activity list
      3. Activity attributes
      4. Activity resource requirements
      5. Resource calendars
      6. Project scope statement
      7. Risk register
      8. Resource breakdown structure
      9. Enterprise environmental factors
      10. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Analogous estimating
      3. Parametric estimating
      4. Three-point estimating
      5. Group decision-making techniques
      6. Reserve analysis

    • Outputs
      1. Activity duration estimates
      2. Project documents updates
  22. Project Time Management Knowledge Area
     
    6.6 Develop Schedule
     
    13 Inputs -> 8 Tools & Techniques -> 6 Outputs
    Develop Schedule is part of the Planning Process Group.  

    Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.

    • Inputs
      1. Schedule management plan
      2. Activity list
      3. Activity attributes
      4. Project schedule network diagrams
      5. Activity resource requirements
      6. Resource calendars
      7. Activity duration estimates
      8. Project scope statement
      9. Risk register
      10. Project staff assignments
      11. Resource breakdown structure
      12. Enterprise environmental factors
      13. Organizational process assets

    • Tools & Techniques
      1. Schedule network analysis
      2. Critical path method
      3. Critical chain method
      4. Resource optimization techniques
      5. Modeling techniques
      6. Leads and lags
      7. Schedule compression
      8. Scheduling tool

    • Outputs
      1. Schedule baseline
      2. Project schedule
      3. Schedule data
      4. Project calendars
      5. Project management plan updates
      6. Project documents updates
  23. Project Time Management Knowledge Area
     
    6.7 Control Schedule
     
    6 Inputs -> 7 Tools & Techniques -> 6 Outputs
    Control Schedule is part of the Controlling Process Group.  

    Control Schedule is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. The key benefit of this process is that it provides the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.

    • Inputs
      1. Project management plan
      2. Project schedule
      3. Work performance data
      4. Project calendars
      5. Schedule data
      6. Organizational process assets

    • Tools & Techniques
      1. Performance reviews
      2. Project management software
      3. Resource optimization techniques
      4. Modeling techniques
      5. Leads and lags
      6. Schedule compression
      7. Scheduling tool

    • Outputs
      1. Work performance information
      2. Schedule forecasts
      3. Change requests
      4. Project management plan updates
      5. Project documents updates
      6. Organizational process assets updates
  24. 7. Project Cost Management
    includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.
    • Project Cost Management processes are as follows:
    • 7.1 Plan Cost Management (Planning)
    • 7.2 Estimate Costs (Planning)
    • 7.3 Determine Budget (Planning)
    • 7.4 Control Costs (Controlling)
  25. Project Cost Management Management Knowledge Area
     
    7.1 Plan Cost Management
     
    4 Inputs -> 3 Tools & Techniques -> 1 Outputs
    Plan Cost Management is part of the Planning Process Group.  

    Plan Cost Management is the process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs. The key benefit of this process is that it provides guidance and direction on how the project costs will be managed throughout the project.

    • Inputs
      1. Project management plan
      2. Project charter
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Analytical techniques
      3. Meetings

    • Outputs
      1. Cost management plan
  26. Project Cost Management Management Knowledge Area
     
    7.2 Estimate Costs
     
    4 Inputs -> 3 Tools & Techniques -> 1 Outputs
    Estimate Costs is part of the Planning Process Group.  

    Estimate Costs is the process of developing an approximation of the monetary resources needed to complete project activities. The key benefit of this process is that it determines the amount of cost required to complete project work.

    • Inputs
      1. Cost management plan
      2. Human resource management plan
      3. Scope baseline
      4. Project schedule
      5. Risk register
      6. Enterprise environmental factors
      7. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Analogous estimating
      3. Parametric estimating
      4. Bottom-up estimating
      5. Three-point estimating
      6. Reserve analysis
      7. Cost of quality
      8. Project management software
      9. Vendor bid analysis
      10. Group decision-making techniques

    • Outputs
      1. Activity cost estimates
      2. Basis of estimates
      3. Project documents
    • updates
  27. Project Cost Management Management Knowledge Area
     
    7.3 Determine Budget
     
    9 Inputs -> 5 Tools & Techniques -> 3 Outputs
    Determine Budget is part of the Planning Process Group.  

    Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.

    • Inputs
      1. Cost management plan
      2. Scope baseline
      3. Activity cost estimates
      4. Basis of estimates
      5. Project schedule
      6. Resource calendars
      7. Risk register
      8. Agreements
      9. Organizational process assets

    • Tools & Techniques
      1. Cost aggregation
      2. Reserve analysis
      3. Expert judgment
      4. Historical relationships
      5. Funding limit reconciliation

    • Outputs
      1. Cost baseline
      2. Project funding requirements
      3. Project documents updates
  28. Project Cost Management Management Knowledge Area 
    7.4 Control Costs
     
    4 Inputs -> 6 Tools & Techniques -> 6 Outputs
    Control Costs is part of the Monitoring and Controlling Process Group.  

    Control Costs is the process of monitoring the status of the project to update the project costs and managing changes to the cost baseline. The key benefit of this process is that it provides the means to recognize variance from the plan in order to take corrective action and minimize risk.

    • Inputs
      1. Project management plan
      2. Project funding requirements
      3. Work performance data
      4. Organizational process assets

    • Tools & Techniques
      1. Earned value management
      2. Forecasting
      3. To-complete performance index (TCPI)
      4. Performance reviews
      5. Project management software
      6. Reserve analysis

    • Outputs
      1. Work performance information
      2. Cost forecasts
      3. Change requests
      4. Project management plan updates
      5. Project documents updates
      6. Organizational process assets updates
  29. 8. Project Quality Management
    includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.
    • Project Quality Management processes are as follows:
    • 8.1 Plan Quality Management (Planning)
    • 8.2 Estimate Costs (Executing)
    • 8.3 Determine Budget (Controlling)
  30. Project Quality Management Knowledge Area
     
    8.1 Plan Quality Management
     
    6 Inputs -> 8 Tools & Techniques -> 5 Outputs
    Plan Quality Management is part of the Planning Process Group.  

    Plan Quality Management is the process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements. The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.

    • Inputs
      1. Project management plan
      2. Stakeholder register
      3. Risk register
      4. Requirements documentation
      5. Enterprise environmental factors
      6. Organizational process assets

    • Tools & Techniques
      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

    • Outputs
      1. Quality management plan
      2. Process improvement plan
      3. Quality metrics
      4. Quality checklists
      5. Project documents updates
  31. Project Quality Management Knowledge Area
     
    8.2 Perform Quality Assurance
     
    5 Inputs -> 3 Tools & Techniques -> 4 Outputs
    Perform Quality Assurance is part of the Executing Process Group.  

    Perform Quality Assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used. The key benefit of this process is that it facilitates the improvement of quality processes.

    • Inputs
      1. Quality management plan
      2. Process improvement plan
      3. Quality metrics
      4. Quality control measurements
      5. Project documents

    • Tools & Techniques
      1. Quality management and control tools
      2. Quality audits
      3. Process analysis

    • Outputs
      1. Change requests
      2. Project management plan updates
      3. Project documents updates
      4. Organizational process assets update
  32. Project Quality Management Knowledge Area
     
    8.3 Control Quality
     
    8 Inputs -> 4 Tools & Techniques -> 8 Outputs
    Control Quality is part of the Monitoring and Controlling Process Group.  

    Control Quality is the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes. The key benefits of this process include: (1) identifying the causes of poor process or product quality and recommending and/or taking action to eliminate them; and (2) validating that project deliverables and work meet the requirements specified by key stakeholders necessary for final acceptance.

    • Inputs
      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

    • Tools & Techniques
      1. Seven basic quality tools
      2. Statistical sampling
      3. Inspection
      4. Approved change requests review

    • Outputs
      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
  33. 9. Project Human Resource Management
    includes the processes that organize, manage, and lead the project team. The project team is comprised of the people with assigned roles and responsibilities for completing the project.
    • Project Human Resource Management processes are as follows:
    • 9.1 Plan Human Resource Management (Planning)
    • 9.2 Acquire Project Team (Executing)
    • 9.3 Develop Project Team (Executing)
    • 9.4 Manage Project Team (Executing)
  34. Project Human Resource Management Knowledge Area
     
    9.1 Plan Human Resource Management
     
    4 Inputs -> 5 Tools & Techniques -> 1 Outputs
    Plan Human Resource Management is part of the Planning Process Group.  

    Plan Human Resource Management is the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.

    • Inputs
      1. Project management plan
      2. Activity resource requirements
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Organization charts and position descriptions
      2. Networking
      3. Organizational theory
      4. Expert judgment
      5. Meetings

    • Outputs
      1. Human resource management plan
  35. Project Human Resource Management Knowledge Area
     
    9.2 Acquire Project Team
     
    3 Inputs -> 5 Tools & Techniques -> 3 Outputs
    Acquire Project Team is part of the Executing Process Group.  

    Acquire Project Team is the process of confirming human resource availability and obtaining the team necessary to complete project activities. The key benefit of this process consists of outlining and guiding the team selection and responsibility assignment to obtain a successful team.

    • Inputs
      1. Human resource management plan
      2. Enterprise environmental factors
      3. Organizational process assets

    • Tools & Techniques
      1. Pre-assignment
      2. Negotiation
      3. Acquisition
      4. Virtual teams
      5. Multi-criteria decision analysis

    • Outputs
      1. Project staff assignments
      2. Resource calendars
      3. Project management plan updates
  36. Project Human Resource Management Knowledge Area
     
    9.3 Develop Project Team
     
    3 Inputs -> 7 Tools & Techniques -> 2 Outputs
    Develop Project Team is part of the Executing Process Group.  

    Develop Project Team is the process of improving competencies, team member interaction, and overall team environment to enhance project performance. The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.

    • Inputs
      1. Human resource management plan
      2. Project staff assignments
      3. Resource calendars

    • Tools & Techniques
      1. Interpersonal skills
      2. Training
      3. Team-building activities
      4. Ground rules
      5. Colocation
      6. Recognition and rewards
      7. Personnel assessment tools

    • Outputs
      1. Team performance assessments
      2. Enterprise environmental factors updates
  37. Project Human Resource Management Knowledge Area
     
    9.4 Manage Project Team
     
    6 Inputs -> 4 Tools & Techniques -> 5 Outputs
    Manage Project Team is part of the Executing Process Group.  

    Manage Project Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.

    • Inputs
      1. Human resource management plan
      2. Project staff assignments
      3. Team performance assessments
      4. Issue log
      5. Work performance reports
      6. Organizational process assets

    • Tools & Techniques
      1. Observation and conversation
      2. Project performance appraisals
      3. Conflict management
      4. Interpersonal skills

    • Outputs
      1. Change requests
      2. Project management plan updates
      3. Project documents updates
      4. Enterprise environmental factors updates
      5. Organizational process assets updates
  38. 10. Project Communications Management
    includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information.
    • Project Communications Management processes are as follows:
    • 10.1 Plan Communications Management (Planning)
    • 10.2 Manage Communications (Executing)
    • 10.3 Control Communications (Controlling)
  39. Project Communications Management Knowledge Area
     
    10.1 Plan Communications Management
     
    4 Inputs -> 5 Tools & Techniques -> 2 Outputs
    Plan Communications Management is part of the Planning Process Group.  

    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.

    • Inputs
      1. Project management plan
      2. Stakeholder register
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Communication requirements analysis
      2. Communication technology
      3. Communication models
      4. Communication methods
      5. Meetings

    • Outputs
      1. Communications management plan
      2. Project documents updates
  40. Project Communications Management Knowledge Area
     
    10.2 Manage Communications
     
    4 Inputs -> 5 Tools & Techniques -> 4 Outputs
    Manage Communications is part of the Execution Process Group.  

    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.

    • Inputs
      1. Communications management plan
      2. Work performance reports
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Communication technology
      2. Communication models
      3. Communication methods
      4. Information managemen systems
      5. Performance reporting

    • Outputs
      1. Project communications
      2. Project management plan updates
      3. Project documents updates
      4. Organizational process assets updates
  41. Project Communications Management Knowledge Area
     
    10.3 Control Communications
     
    5 Inputs -> 3 Tools & Techniques -> 5 Outputs
    Control Communications is part of the Monitoring and Control Process Group.  

    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.

    • Inputs
      1. Project management plan
      2. Project communications
      3. Issue log
      4. Work performance data
      5. Organizational process assets

    • Tools & Techniques
      1. Information management systems
      2. Expert judgment
      3. Meetings

    • Outputs
      1. Work performance information
      2. Change requests
      3. Project management plan updates
      4. Project documents updates
      5. Organizational process assets updates
  42. 11. Project Risk Management Knowledge Area
    You can use risk planning to identify potential problems that could cause trouble for your project, analyze how likely they’ll be to occur, take action to prevent the risks you can avoid, and minimize the ones that you can’t.

    The objectives of project risk management are to increase the likelihood and impact of positive events, and decrease the likelihood and impact of negative events in the project.
    • Project Risk Management processes are as follows:
    • 11.1 Plan Risk Management (Planning)
    • 11.2 Identify Risks (Planning)
    • 11.3 Perform Qualitative Risk Analysis (Planning)
    • 11.4 Perform Quantitative Risk Analysis (Planning)
    • 11.5 Plan Risk Responses (Planning)
    • 11.6 Control Risks (Controlling)
  43. Project Risk Management Knowledge Area
     
    11.1 Plan Risk Management
     
    5 Inputs -> 3 Tools & Techniques -> 1 Outputs
    Plan Risk Management is part of the Planning Process Group.  

    Plan Risk Management is the process of defining how to conduct risk management activities for a project. The key benefit of this process is it ensures that the degree, type, and visibility of risk management are commensurate with both the risks and the importance of the project to the organization. The risk management plan is vital to communicate with and obtain agreement and support from all stakeholders to ensure the risk management process is supported and performed effectively over the project life cycle.

    • Inputs
      1. Project management plan
      2. Project charter
      3. Stakeholder register
      4. Enterprise environmental factors
      5. Organizational process assets

    • Tools & Techniques
      1. Analytical techniques
      2. Expert judgment
      3. Meetings

    • Outputs
      1. Risk management plan
  44. Project Risk Management Knowledge Area
     
    11.2 Identify Risks
     
    13 Inputs -> 7 Tools & Techniques -> 1 Outputs
    Identify Risks is part of the Planning Process Group.  

    Identify Risks is the process of determining which risks may affect the project and documenting their characteristics. The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.

    • Inputs
      1. Risk management plan
      2. Cost management plan
      3. Schedule management plan
      4. Quality management plan
      5. Human resource management plan
      6. Scope baseline
      7. Activity cost estimates
      8. Activity duration estimates
      9. Stakeholder register
      10. Project documents
      11. Procurement documents
      12. Enterprise environmental factors
      13. Organizational process assets

    • Tools & Techniques
      1. Documentation reviews
      2. Information gathering techniques
      3. Checklist analysis
      4. Assumptions analysis
      5. Diagramming techniques
      6. SWOT analysis
      7. Expert judgment

    • Outputs
      1. Risk register
  45. Project Risk Management Knowledge Area
     
    11.3 Perform Qualitative Risk Analysis
     
    5 Inputs -> 6 Tools & Techniques -> 1 Outputs
    Perform Qualitative Risk Analysis is part of the Planning Process Group.  

    Perform Qualitative Risk Analysis is the process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.

    • Inputs
      1. Risk management plan
      2. Scope baseline
      3. Risk register
      4. Enterprise environmental factors
      5. Organizational process assets

    • Tools & Techniques
    • Risk probability and impact assessment
    • Probability and impact matrix
    • Risk data quality assessment
    • Risk categorization
    • Risk urgency assessment
    • Expert judgment

  • Project Risk Management Knowledge Area
     
    11.4 Perform Quantitative Risk Analysis
     
    6 Inputs -> 3 Tools & Techniques -> 1 Outputs
    Project Risk Management is part of the Planning Process Group.  

    Perform Quantitative Risk Analysis is the process of numerically analyzing the effect of identified risks on overall project objectives. The key benefit of this process is that it produces quantitative risk information to support decision making in order to reduce project uncertainty.

    • Inputs
      1. Risk management plan
      2. Cost management plan
      3. Schedule management plan
      4. Risk register
      5. Enterprise environmental factors
      6. Organizational process assets

    • Tools & Techniques
      1. Data gathering and representation techniques
      2. Quantitative risk analysis and modeling techniques
      3. Expert judgment

    • Outputs
      1. Project documents updates
  • Project Risk Management Knowledge Area
     
    11.5 Plan Risk Responses
     
    2 Inputs -> 4 Tools & Techniques -> 2 Outputs
    Plan Risk Responses is part of the Planning Process Group.  

    Plan Risk Responses is the process of developing options and actions to enhance opportunities and to reduce threats to project objectives. The key benefit of this process is that it addresses the risks by their priority, inserting resources and activities into the budget, schedule and project management plan as needed.

    • Inputs
      1. Risk management plan
      2. Risk register

    • Tools & Techniques
      1. Strategies for negative risks or threats
      2. Strategies for positive risks or opportunities
      3. Contingent response strategies
      4. Expert judgment

    • Outputs
      1. Project management plan updates
      2. Project documents updates
  • Project Risk Management Knowledge Area
     
    11.6 Control Risks
     
    4 Inputs -> 6 Tools & Techniques -> 5 Outputs
    Control Risks is part of the Monitor & Controll Process Group.  

    Control Risks is the process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project. The key benefit of this process is that it improves efficiency of the risk approach throughout the project life cycle to continuously optimize risk responses.

    • Inputs
      1. Project management plan
      2. Risk register
      3. Work performance data
      4. Work performance reports

    • Tools & Techniques
      1. Risk reassessment
      2. Risk audits
      3. Variance and trend analysis
      4. Technical performance measurement
      5. Reserve analysis
      6. Meetings

    • Outputs
      1. Work performance information
      2. Change requests
      3. Project management plan updates
      4. Project documents updates
      5. Organizational process assets updates
  • 12. Project Procurement Management
    includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. The organization can be either the buyer or seller of the products, services, or results of a project.
    • Project Procurement Management processes are as follows:
    • 12.1 Plan Procurement Management (Planning)
    • 12.2 Conduct Procurements (Executing)
    • 12.3 Control Procurements (Controlling)
    • 12.4 Close Procurements (Closing)
  • Project Procurement Management Knowledge Area
     
    12.1 Plan Procurement Management
     
    8 Inputs -> 4 Tools & Techniques -> 7 Outputs
    Plan Procurement Management is part of the Planning Process Group.  

    Plan Procurement Management is the process of documenting project procurement decisions, specifying the approach, and identifying potential sellers. The key benefit of this process is that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.

    • Inputs
      1. Project management plan
      2. Requirements documentation
      3. Risk register
      4. Activity resource requirements
      5. Project schedule
      6. Activity cost estimates
      7. Stakeholder register
      8. Enterprise environmental factors
      9. Organizational process assets

    • Tools & Techniques
      1. Make-or-buy analysis
      2. Expert judgment
      3. Market research
      4. Meetings

    • Outputs
      1. Procurement management plan
      2. Procurement statement of work
      3. Procurement documents
      4. Source selection criteria
      5. Make-or-buy decisions
      6. Change requests
      7. Project documents updates
  • Project Procurement Management Knowledge Area
     
    12.2 Conduct Procurements
     
    8 Inputs -> 7 Tools & Techniques -> 6 Outputs
    Conduct Procurements is part of the Executing Process Group.  

    Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract. The key benefit of this process is that it provides alignment of internal and external stakeholder expectations through established agreements.

    • Inputs
      1. Procurement management plan
      2. Procurement documents
      3. Source selection criteria
      4. Seller proposals
      5. Project documents
      6. Make-or-buy decisions
      7. Procurement statement of work
      8. Organizational process assets

    • Tools & Techniques
      1. Bidder conference
      2. Proposal evaluation techniques
      3. Independent estimates
      4. Expert judgment
      5. Advertising
      6. Analytical techniques
      7. Procurement negotiations

    • Outputs
      1. Selected sellers
      2. Agreements
      3. Resource calendars
      4. Change requests
      5. Project management plan updates
      6. Project documents updates
  • Project Procurement Management Knowledge Area
     
    12.3 Control Procurements
     
    6 Inputs -> 7 Tools & Techniques -> 5 Outputs
    Control Procurements is part of the Controll Process Group.  

    Control Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate. The key benefit of this process is that it ensures that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal agreement.

    • Inputs
      1. Project management plan
      2. Procurement documents
      3. Agreements
      4. Approved change requests
      5. Work performance reports
      6. Work performance data

    • Tools & Techniques
      1. Contract change control system
      2. Procurement performance reviews
      3. Inspections and audits
      4. Performance reporting
      5. Payment systems
      6. Claims administration
      7. Records management system

    • Outputs
      1. Work performance information
      2. Change requests
      3. Project management plan updates
      4. Project documents updates
      5. Organizational process assets updates
  • Project Procurement Management Knowledge Area
     
    12.4 Close Procurements
     
    2 Inputs -> 3 Tools & Techniques -> 2 Outputs
    Close Procurements is part of the Closing Process Group.  

    Close Procurements is the process of completing each procurement. The key benefit of this process is that it documents agreements and related documentation for future reference.

    • Inputs
      1. Project management plan
      2. Procurement documents

    • Tools & Techniques
      1. Procurement audits
      2. Procurement negotiations
      3. Records management system

    • Outputs
      1. Closed procurements
      2. Organizational process assets updates
  • 13. Project Stakeholder Management
    includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.
    • Project Stakeholder Management processes are as follows:
    • 13.1 Identify Stakeholders (Initiating)
    • 13.2 Plan Stakeholder Management (Planning)
    • 13.3 Manage Stakeholder Engagement (Executing)
    • 13.4 Control Stakeholder Engagement (Controlling)
  • Project Stakeholder Management Knowledge Area
     
    13.1 Identify Stakeholders
     
    4 Inputs -> 3 Tools & Techniques -> 1 Outputs
    Identify Stakeholders is part of the Initiating Process Group.  

    Identifying all people, groups or organizations impacted by the project as well as document relevant information regarding their interests, involvement and impact on project success

    • Inputs
      1. Project charter
      2. Procurement documents
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Stakeholder analysis
      2. Expert judgment
      3. Meetings

    • Outputs
      1. Stakeholder register
  • Project Stakeholder Management Knowledge Area
     
    13.2 Plan Stakeholder Management
     
    4 Inputs -> 3 Tools & Techniques -> 2 Outputs
    Project Stakeholder Management is part of the Planning Process Group.  

    Communicating and working with stakeholders to meet their needs and address issues as they occur

    • Inputs
      1. Project management plan
      2. Stakeholder register
      3. Enterprise environmental factors
      4. Organizational process assets

    • Tools & Techniques
      1. Expert judgment
      2. Meetings
      3. Analytical techniques

    • Outputs
      1. Stakeholder management plan
      2. Project documents updates
  • Project Stakeholder Management Knowledge Area
     
    13.3 Manage Stakeholder Engagement
     
    4 Inputs -> 3 Tools & Techniques -> 5 Outputs
    Manage Stakeholder Engagement is part of the Executing Process Group.  

    Communicating and working with stakeholders to meet their needs, address issues as they occur and foster appropriate level of stakeholder engagement in the project activities to meet the project's objectives

    • Inputs
      1. Stakeholder management plan
      2. Communications management plan
      3. Change log
      4. Organizational process assets

    • Tools & Techniques
      1. Communication methods
      2. Interpersonal skills
      3. Management skills

    • Outputs
      1. Issue log
      2. Change requests
      3. Project management plan updates
      4. Project documents updates
      5. Organizational process assets updates
  • Project Stakeholder Management Knowledge Area
     
    13.4 Control Stakeholder Engagement
     
    4 Inputs -> 3 Tools & Techniques -> 5 Outputs
    Control Stakeholder Engagement is part of the Controlling Process Group.  

    Monitor relationships and activities of the stakeholders to re-adjust the strategies and plans. Help maintain, increase the efficiency and effectiveness of stakeholder engagement as the project evolves.

    • Inputs
      1. Project management plan
      2. Issue log
      3. Work performance data
      4. Project documents

    • Tools & Techniques
      1. Information management systems
      2. Expert judgment
      3. Meetings

    • Outputs
      1. Work performance information
      2. Change requests
      3. Project management plan updates
      4. Project documents updates
      5. Organizational process assets updates
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