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PMP NOTES
Based on PMBOK Guide 5th Edition and
updated PMP syllabus from Nov, 2015
By JustPMP
ABSTRACT
It is PMP® notes based on PMBOK
Guide 5th Edition and updated PMP
syllabus from Nov, 2015. Please read
PMBOK® Guide 5th Edition book
thoroughly before going through
this notes. Most of contents are
referred from PMBOK Guide 5th
Edition. This notes are designed to
recall all definition and diagram
from PMBOK book.
Dilip Chaturvedi, PMP
PMP number: 1771620
Email id: info@justpmp.com
Website : www.justpmp.com

Chapter – 1 Introduction
What is project?
A project is temporary in that it has a defined beginning and end in time, and therefore defined scope
and resources and a project is unique in that it is not a routine operation, but a specific set of operations
designed to accomplish a singular goal.
Project management processes groups are as follows.
The Relationships among Portfolios, Programs, and Projects.
 Portfolio: Portfolio refers to a collection of projects, programs, sub portfolios, and operations
managed as a group to achieve strategic objectives.
 Programs: Programs are comprised of subprograms, projects, or other work that are managed
in a coordinated fashion in support of the portfolio.
 Projects: Individual projects that are either within or outside of a program are still considered
part of a portfolio.
Although the projects or programs within the portfolio may not necessarily be interdependent or
directly related, they are linked to the organization’s strategic plan by means of the organization’s
portfolio.

Below are Project Management Knowledge areas.

Projects and Strategic Planning.

Projects are often utilized as a means of directly or indirectly achieving objectives within an
organization’s strategic plan. Projects are typically authorized as a result of one or more of the following
strategic considerations.
 Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in
response to gasoline shortages);
 Strategic opportunity/business need (e.g., a training company authorizing a project to create a
new course to increase its revenues);
 Social need (e.g., a nongovernmental organization in a developing country authorizing a project
to provide potable water systems, latrines, and sanitation education to communities suffering
from high rates of infectious diseases);
 Environmental consideration (e.g., a public company authorizing a project to create a new
service for electric car sharing to reduce pollution);
 Customer request (e.g., an electric utility authorizing a project to build a new substation to serve
a new industrial park);
 Technological advance (e.g., an electronics firm authorizing a new project to develop a faster,
cheaper, and smaller laptop based on advances in computer memory and electronics
technology); and
 Legal requirement (e.g., a chemical manufacturer authorizing a project to establish guidelines
for proper handling of a new toxic material).
Relationship between Project Management, Operations Management, and Organizational Strategy.
Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do
basically the same set of tasks according to the standards institutionalized in a product life cycle. Unlike
the ongoing nature of operations, projects are temporary endeavors.

Chapter – 2 Organizational Influences and Project Life cycle
Influence of Organizational Structures on Projects.
An organization’s culture, style, and structure influence how its projects are performed.
A. Functional organization - In a functional organization, maximum power rests with the functional
manager and the project manager’s role in decision making is minimal. Project managers play a
coordinator / facilitator role. Control over the team by project manager is minimal
B. Matrix organization - Matrix organization is a hybrid of both functional and projectized
organization, trying to leverage the strength of both. The team members report to two bosses,
the project manager and the functional manager. In a strong matrix, the power rests with the
project manager. In a weak matrix, the power rests with the functional manager. In a balanced
matrix, the power is shared between the project manager and the functional manager.
C. Projectized organization - The project manager has total control over the projects. Personnel
are assigned to and report to a project manager.
Note: A project expediter works as staff assistant and communications coordinator. The expediter
cannot personally make or enforce decisions. Project coordinators have power to make some decisions,
have some authority, and report to a higher-level manager.
What is Organizational Process Assets?

Organizational Process Assets may include but not limited to all the documents, templates, policies,
procedures, plans, guidelines, lesson learned, historical data and information, earned value, estimating,
risk etc.
What is Enterprise Environmental Factors?
Enterprise environmental factors refer to conditions, not under the control of the project team, that
influence, constrain, or direct project.
Project Stakeholders and Governance.
Stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to
be affected by a decision, activity, or outcome of a project. Stakeholders may be actively involved in the

project or have interests that may be positively or negatively affected by the performance or completion
of the project.
Stakeholder identification is a continuous process throughout the entire project life cycle.
Project Life cycle?
A project life cycle is the series of phases that a project passes through from its initiation to its closure.
Phases are generally time bounded, with a start and ending or control point.
Typical Cost and Staffing Levels across a Generic Project Life Cycle Structure

Impact of Variable Based on Project Time.
What is Project Phases and types of relationship within phases?
Phase-to-Phase Relationships - When projects have more than one phase, the phases are part of a
generally sequential process designed to ensure proper control of the project and attain the desired
product, service, or result. However, there are situations when a project might benefit from overlapping
or concurrent phases.
 Sequential - In a sequential relationship, a phase starts only when the previous phase is
complete.
 Overlapping Relationship - In an overlapping relationship, a phase starts prior to completion of
the previous one

Predictive Life cycles - Predictive life cycles (also known as fully plan-driven) are ones in which the
project scope, and the time and cost required to deliver that scope, are determined as early in the
project life cycle as practically possible
Iterative and Incremental Life cycles - Iterative and incremental life cycles are ones in which project
phases (also called iterations) intentionally repeat one or more project activities as the project team’s
understanding of the product increases
Adaptive Life Cycles - Adaptive life cycles (also known as change-driven or agile methods) are intended
to respond to high levels of change and ongoing stakeholder involvement.

Chapter 3 - Project Management Processes
What is project Management Processes? Define Project Management Process groups.
Project management is the application of knowledge, skills, tools, and techniques to project activities to
meet the project requirements.
Project management processes are grouped into five categories known as Project Management
Process Groups.
 Initiating Process Group. Those processes performed to define a new project or a new phase of
an existing project by obtaining authorization to start the project or phase.
 Planning Process Group. Those processes required to establish the scope of the project, refine
the objectives, and define the course of action required to attain the objectives that the project
was undertaken to achieve.
 Executing Process Group. Those processes performed to complete the work defined in the
project management plan to satisfy the project specifications.
 Monitoring and Controlling Process Group. Those processes required to track, review, and
regulate the progress and performance of the project; identify any areas in which changes to the
plan are required; and initiate the corresponding changes.
 Closing Process Group. Those processes performed to finalize all activities across all Process
Groups to formally close the project or phase.
Below figure illustrates how the Process Groups interact and shows the level of overlap at various times.
If the project is divided into phases, the Process Groups interact within each phase.

The Process Groups are not project life cycle phases. In fact, it is possible that all Process Groups could
be conducted within a phase.
Project Information.
Throughout the life cycle of the project, a significant amount of data and information is collected,
analyzed, transformed, and distributed in various formats to project team members and other
stakeholders.
 Work performance data. The raw observations and measurements identified during activities
performed to carry out the project work. Examples include reported percent of work physically
completed, quality and technical performance measures, start and finish dates of schedule
activities, number of change requests, number of defects, actual costs, actual durations, etc.
 Work performance information. The performance data collected from various controlling
processes, analyzed in context and integrated based on relationships across areas. Examples of
performance information are status of deliverables, implementation status for change requests,
and forecasted estimates to complete.
 Work performance reports. The physical or electronic representation of work performance
information compiled in project documents, intended to generate decisions or raise issues,
actions, or awareness. Examples include status reports, memos, justifications, information
notes, electronic dashboards, recommendations, and updates.

Project Management Process Group and Knowledge Area Mapping

Chapter - 4 Project Integration Management
Inputs Tools & Techniques Outputs
Develop Project
Charter
.1 Project Statement of Work
.2 Business case
.3 Agreements
.4 Enterprise Environment factors
.5 Organizational Process assets
.1 Expert Judgment
.2 Facilitation Techniques
.1 Project Charter
Develop Project
Management Plan
.1 Project charter
.2 Outputs from other processes
.3 Enterprise environmental
factors
.4 Organizational process assets
.1 Expert Judgment
.2 Facilitation Techniques
.1 Project Management
Plan
Direct and Manage
Project Work
.1 Project Management Plan
.2 Approved Change requests
.3 Enterprise Environment factors
.1 Expert judgment
.2 Meetings
.3 Project management
information system
plan updates
.2 Work performance data
.3 Change requests
.4 Project documents
updates Deliverables
Monitor and
Control Project
work
.1 Project management plan
.2 Work performance
.3 Validated changes
.4 Schedule forecasts
.5 Cost forecasts information
factors
.1 Expert judgment
.2 Meetings
information system
.4 Analytical techniques
plan updates
.2 Work performance
reports
.3 Change requests
updates
Perform Integrated
Change Control
.2 Work performance reports
.3 Change requests
factors
.1 Expert judgment
.2 Meetings
.3 Change control tools
plan updates
.2 Approved change
requests
updates
.4 Change log

Close Project or
Phase
.2 Accepted deliverables
.1 Expert judgment
.2 Meetings
.1 Final product, service, or
result transition
.2 Organizational process
assets updates
.1 Develop Project Charter:
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 – The project statement of work (SOW) is a narrative description of
products, services, or results to be delivered by a project. The SOW references the following –
Business need, Product Scope Description.
2. Business case - The business case is created as a result of one or more of the following,
Market demand, Organizational need, Customer request, Technological advance, Legal
requirement, Ecological impacts and Social need.
3. Agreements
4. Enterprise Environment factors
5. Organizational Process assets
Tools and Techniques:
1. Expert Judgement
2. Facilitation Techniques
Outputs:
1. Project Charter
.2 Develop Project Management Plan:
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 project management plan defines how the project is executed, monitored and controlled, and
closed.

Inputs:
1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets
1. Expert Judgment
2. Facilitation Techniques
Outputs:
1. Project Management Plan
.3 Direct and Manage Project:
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.
Direct and Manage Project Work activities include, but are not limited to:
Perform activities to accomplish project objectives;
Create project deliverables to meet the planned project work;
Provide, train, and manage the team members assigned to the project;
Obtain, manage, and use resources including materials, tools, equipment, and facilities;
Direct and Manage Project Work also requires review of the impact of all project changes and the
implementation of approved changes:
 Corrective action—an intentional activity that realigns the performance of the project work with
the Project management plan;
 Preventive action—an intentional activity that ensures the future performance of the project
work is aligned with the project management plan; and/or
 Defect repair—an intentional activity to modify a nonconforming product or product
component.
Inputs:
1. Project Management Plan
2. Approved Change requests - Approved change requests are an output of the Perform Integrated
Change Control process, and include those requests reviewed and approved for implementation
by the change control board (CCB).
3. Enterprise Environment factors
1. Expert judgment
2. Meetings

3. Project management Information system - part of the environmental factors, provides access to
tools, such as a scheduling tool, a work authorization system
Outputs:
1. Project management plan updates
2. Work performance data - Work performance data are the raw observations and measurements
identified during activities being performed to carry out the project work. Examples of work
performance data include work completed, key performance indicators, technical performance
measures, start and finish dates of schedule activities, number of change requests, number of
defects, actual costs, and actual durations, etc.
3. Change requests - A change request is a formal proposal to modify any document, deliverable,
or baseline and it may include below changes.
 Corrective action—An intentional activity that realigns the performance of the project
work with the project management plan;
 Preventive action—An intentional activity that ensures the future performance of the
project work is aligned with the project management plan;
 Defect repair—An intentional activity to modify a nonconforming product or product
component; and/or
 Updates—Changes to formally controlled project documents, plans, etc., to reflect
modified or additional ideas or content.
4. Project documents updates
5. Deliverables
.4 Monitor and Control Project Work:
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. Work performance
3. Validated changes
4. Schedule forecasts - The forecast may be used to determine if the project is still within defined
tolerance ranges and identify any necessary change requests
5. Cost forecasts information -
1. Expert judgment
2. Meetings
3. Project management information system

4. Analytical techniques
Outputs:
2. Work performance reports
3. Change requests
.5 Perform Integrated Change Control:
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.
Configuration control is focused on the specification of both the deliverables and the processes; while
change control is focused on identifying, documenting, and approving or rejecting changes to the
project documents, deliverables, or baselines.
Some of the configuration management activities included in the Perform Integrated Change Control
process are as follows:
A) Configuration identification. Identification and selection of a configuration item to provide the
basis for which the product configuration is defined and verified, products and documents are
labeled, changes are managed, and accountability is maintained.
B) Configuration status accounting. Information is recorded and reported as to when appropriate
data about the configuration item should be provided. This information includes a listing of
approved configuration identification, status of proposed changes to the configuration, and the
implementation status of approved changes.
C) Configuration verification and audit. Configuration verification and configuration audits ensure
the composition of a project’s configuration items is correct and that corresponding changes are
registered, assessed, approved, tracked, and correctly implemented. This ensures the functional
requirements defined in the configuration documentation have been met.
Inputs:
2. Work performance
3. Change requests
1. Expert judgment
2. Meetings
3. Change control tools

Outputs:
1. Approved Changes requests
2. Change log
3. Project Management Plan updates
4. Project Document updates
.6 Close Project or Phase:
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:
2. Accepted Deliverables
1. Expert judgment
2. Analytical Techniques
3. Meetings
Outputs:
1. Final Product, Service or Result Transition
2. Organizational Process assets updates - Project files, Project or phase closure documents and
Historical information.

Chapter - 5 Project Scope Management
Plan Scope
Management
.2 Project charter
factors
.1 Expert judgment
.2 Meetings
.1 Scope management plan
.2 Requirements
management plan
Collect
Requirements
.2 Requirements management
Plan
.3 Project charter
.4 Stakeholder management plan
.5 Stakeholder register
.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
.1 Requirements
documentation
.2 Requirements
traceability matrix
Define Scope
.2 Project charter
.3 Requirements documentation
.1 Expert judgment
.2 Product analysis
.3 Alternatives generation
.4 Facilitated workshops
.1 Project scope statement
updates
Create WBS
factors
assets
.1 Decomposition
.2 Expert judgment
.1 Scope baseline
updates
Validate Scope .1 Project management plan
.3 Requirements traceability
.1 Inspection
techniques
.1 Accepted deliverables
.2 Change requests
.3 Work performance

matrix
.4 Verified deliverables
information
updates
Control Scope .1 Project management plan
.3 Requirements traceability
matrix
.1 Variance analysis .1 Work performance
information
.2 Change requests
plan updates
updates
assets updates
1. Plan Scope Management:
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:
2. Project charter
1. Expert judgment
2. Meetings
Outputs:
1. Scope management plan- The scope management plan is a component of the project or
program management plan that describes how the scope will be defined, developed, monitored,
controlled, and verified
2. Requirements management plan
2. Collect Requirements:
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. Project charter

4. Stakeholder management plan
5. Stakeholder register
1. Interviews - An interview is a formal or informal approach to elicit information from
stakeholders by talking to them directly. It is typically performed by asking prepared and
spontaneous questions and recording the responses.
2. Focus groups - Focus groups bring together prequalified stakeholders and subject matter
experts to learn about their expectations and attitudes about a proposed product, service, or
result. A trained moderator guides the group through an interactive discussion, designed to be
more conversational than a one-on-one interview.
3. Facilitated workshops - Facilitated workshops are focused sessions that bring key stakeholders
together to define product requirements.
4. Group creativity techniques - Some of the group creativity techniques that can be used are:
 Brainstorming. A technique used to generate and collect multiple ideas related to
project and product requirements. Although brainstorming by itself does not include
voting or prioritization, it is often used with other group creativity techniques that do.
 Nominal group technique. A technique that enhances brainstorming with a voting
process used to rank the most useful ideas for further brainstorming or for
prioritization.
 Idea/mind mapping. A technique in which ideas created through individual
brainstorming sessions are consolidated into a single map to reflect commonality and
differences in understanding, and generate new ideas.
 Affinity diagram. A technique that allows large numbers of ideas to be classified into
groups for review and analysis.
 Multicriteria decision analysis. A technique that utilizes a decision matrix to provide a
systematic analytical approach for establishing criteria, such as risk levels, uncertainty,
and valuation, to evaluate and rank many ideas.
5. Group decision-making techniques – Below are various methods for group decision making
technique.
 Unanimity. A decision that is reached whereby everyone agrees on a single course of
action. One way to reach unanimity is the Delphi technique, in which a selected group
of experts answers questionnaires and provides feedback regarding the responses from
each round of requirements gathering. The responses are only available to the facilitator
to maintain anonymity.
 Majority. A decision that is reached with support obtained from more than 50 % of the
members of the group. Having a group size with an uneven number of participants can
ensure that a decision will be reached, rather than resulting in a tie.
 Plurality. A decision that is reached whereby the largest block in a group decides, even if
a majority is not achieved. This method is generally used when the number of options
nominated is more than two.
 Dictatorship. In this method, one individual makes the decision for the group.

6. Questionnaires and surveys - Questionnaires and surveys are written sets of questions designed
to quickly accumulate information from a large number of respondents.
7. Observations - Observations provide a direct way of viewing individuals in their environment
and how they perform their jobs or tasks and carry out processes. Observation is also known as
“job shadowing”. It is usually done externally by an observer viewing a business expert
performing a job.
8. Prototypes - Prototyping is a method of obtaining early feedback on requirements by providing
a working model of the expected product before actually building it.
9. Benchmarking - Benchmarking involves comparing actual or planned practices, such as
processes and operations, to those of comparable organizations to identify best practices,
generate ideas for improvement, and provide a basis for measuring performance.
10. Context diagrams - The context diagram is an example of a scope model. Context diagrams
visually depict the product scope by showing a business system (process, equipment, computer
system, etc.), and how people and other systems (actors) interact with it.
11. Document analysis -Document analysis is used to elicit requirements by analyzing existing
documentation and identifying information relevant to the requirements.
Outputs:
1. Requirements Documentation - Components of requirements documentation can include
Business requirements, Stakeholder requirements, Solution requirements, Project
requirements, Transition requirements and Requirements assumptions, dependencies, and
constraints.
2. Requirements Traceability Matrix - The requirements traceability matrix is a grid that links
product requirements from their origin to the deliverables that satisfy them.

3. Define Scope:
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:
2. Project charter
3. Requirements documentation
1. Expert judgment
2. Product analysis
3. Alternatives generation - Alternatives generation is a technique used to develop as many
potential options as possible in order to identify different approaches to execute and perform
the work of the project. A variety of general management techniques can be used, such as
brainstorming, lateral thinking, analysis of alternatives, etc.
4. Facilitated workshops
Outputs:
1. Project scope statement

4. Create WBS:
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. Decomposition - Decomposition is a technique used for dividing and subdividing the project
scope and project deliverables into smaller, more manageable parts. The work package is the
work defined at the lowest level of the WBS for which cost and duration can be estimated and
managed. Decomposition of the total project work into work packages generally involves the
following activities:
 Identifying and analyzing the deliverables and related work;
 Structuring and organizing the WBS;
 Decomposing the upper WBS levels into lower-level detailed components;
 Developing and assigning identification codes to the WBS components; and
 Verifying that the degree of decomposition of the deliverables is appropriate.
.2 Expert judgment
Outputs:
1. Scope baseline - The scope baseline is the approved version of a scope statement, work
breakdown structure (WBS), and its associated WBS dictionary, that can be changed only
through formal change control procedures and is used as a basis for comparison.
 Project scope statement. The project scope statement includes the description of the project
scope, major deliverables, assumptions, and constraints.
 WBS. The WBS is a hierarchical decomposition of the total scope of work to be carried out by
the project team to accomplish the project objectives and create the required deliverables. Each
descending level of the WBS represents an increasingly detailed definition of the project work.
 WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity,
and scheduling information about each component in the WBS. The WBS dictionary is a
document that supports the WBS. Information in the WBS dictionary may include.
 Code of account identifier,
 Description of work,
 Assumptions and constraints,
 Responsible organization,
 Schedule milestones,
 Associated schedule activities,
 Resources required,

 Cost estimates,
 Quality requirements,
 Acceptance criteria,
 Technical references, and
 Agreement information.
5. Validate Scope:
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:
3. Requirements traceability matrix
4. Verified deliverables
5. Work performance data
1. Inspection - Inspection includes activities such as measuring, examining, and validating to
determine whether work and deliverables meet requirements and product acceptance criteria.
Inspections are sometimes called reviews, product reviews, audits, and walkthroughs.
2. Group decision-making techniques
Outputs:
1. Accepted deliverables
2. Change requests
3. Work performance information
6. Control Scope:
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:
3. Requirements traceability matrix

1. Variance analysis - Variance analysis is a technique for determining the cause and degree of
difference between the baseline and actual performance. Project performance measurements
are used to assess the magnitude of variation from the original scope baseline.
Outputs:
2. Change requests
5. Organizational process assets updates

Chapter - 6 Project Time Management
Plan Schedule
Management
.1 Project charter
factors
.1 Expert judgment
.2 Meetings
.1 Schedule Management
Plan
Define Activities
.1 Schedule management plan
.2 Scope baseline
factors
.1 Expert judgment
.2 Decomposition
.3 Rolling wave planning
.1 Activity list
.2 Activity attributes
.3 Milestone list
Sequence Activities
.2 Activity list
.4 Milestone list
factors
.1 Precedence
diagramming method
(PDM)
.2 Dependency
determination
.3 Leads and lags
.1 Project schedule
network diagrams
updates
Estimate Activity
Resources
.2 Activity list
.4 Resource calendars
.5 Risk register
.6 Activity cost estimates
factors
assets
.1 Expert judgment
.2 Alternative analysis
.3 Published estimating
data
.4 Bottom-up estimating
software
.1 Activity resource
requirements
.2 Resource breakdown
structure
updates
Estimate Activity
Durations
.2 Activity list
.4 Activity resource requirements
.5 Resource breakdown structure
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimating
techniques
.6 Reserve analysis
.1 Activity duration
estimates
updates

.8 Risk register
factors
Develop Schedule
.1 Schedule management
plan
.2 Activity list
.4 Project schedule network
.5 diagrams
requirements
.8 Activity duration estimates
.10 Risk register
.11 Project staff assignments
.12 Resource breakdown
structure
factors
assets
.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
.1 Schedule baseline
.2 Project schedule
.3 Schedule data
.4 Project calendars
plan
updates
updates
Control Schedule .1 Project management plan
.2 Project schedule
.4 Project calendars
.5 Schedule data
assets
.1 Performance reviews
software
.3 Resource optimization
techniques
.4 Modeling techniques
.5 Leads and lags
.6 Schedule compression
.7 Scheduling tool
.1 Work performance
information
.2 Schedule forecasts
.3 Change requests
plan
updates
updates
assets updates
1. Plan Schedule Management Plan:
The process of establishing the policies, procedures, and documentation for planning, developing,
managing, executing, and controlling the project schedule.
Inputs:
Scope baseline. - The scope baseline includes the project scope statement and the work
breakdown
2. Structure (WBS) details used for defining activities, duration estimation, and schedule
management.

3. Project charter
1. Expert judgment
2. Meetings
Outputs:
1. Schedule Management Plan - Schedule management plan can establish the following:
Project schedule model development, Level of accuracy, Units of measure, Organizational procedures
links, Project schedule model maintenance Control thresholds, Rules of performance measurement,
Reporting formats, Process descriptions.
2. Define Activities:
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
1. Decomposition - Decomposition is a technique used for dividing and subdividing the project
scope and project deliverables into smaller, more manageable parts.
2. Rolling wave planning - Rolling wave planning is an iterative planning technique in which the
work to be accomplished in the near term is planned in detail, while the work in the future is
planned at a higher level. It is a form of progressive elaboration.
3. Expert judgment
Outputs:
1. Activity list - The activity list is a comprehensive list that includes all schedule activities required
on the project.
2. Activity attributes - Activity attributes extend the description of the activity by identifying the
multiple components associated with each activity.
3. Milestone list - A milestone is a significant point or event in a project. Milestones are similar to
regular schedule activities, with the same structure and attributes, but they have zero duration
because milestones represent a moment in time.
3. Sequence Activities:

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:
2. Activity list
3. Activity attributes
4. Milestone list
1. Precedence diagramming method (PDM) - The precedence diagramming method (PDM) is a
technique used for constructing a schedule model in which activities are represented by nodes
and are graphically linked by one or more logical relationships to show the sequence in which
the activities are to be performed.
PDM includes four types of dependencies or logical relationships.
Finish-to-start (FS) - Successor activity cannot start until a predecessor activity has finished.
Finish-to-finish (FF), Start-to-start (SS), Start-to-finish (SF).
2. Dependency determination - Mandatory dependencies, Discretionary dependencies
(Discretionary dependencies are sometimes referred to as preferred logic, preferential logic,
or soft logic), External dependencies, Internal dependencies.
3. Leads and lags
Outputs:
Project Schedule Network Diagrams
Project Documents Updates
4. Estimate Activity Resources:
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:
2. Activity list
4. Resource calendars
5. Risk register
6. Activity cost estimates

1. Expert judgment
2. Alternative analysis
3. Published estimating data - Several organizations routinely publish updated production rates
and unit costs of resources.
4. Bottom-up estimating - Bottom-up estimating is a method of estimating project duration or cost
by aggregating the estimates of the lower-level components of the WBS.
5. Project management software
Outputs:
1. Activity resource requirements
2. Resource breakdown structure
5. Estimate Activity Durations:
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:
2. Activity list
7. Risk register
1. Expert judgment
2. Analogous estimating - Analogous estimating is a technique for estimating the duration or cost
of an activity or a project using historical data from a similar activity or project. Analogous
estimating uses parameters from a previous, similar project, such as duration, budget, size,
weight, and complexity, as the basis for estimating the same parameter or measure for a future
project.
3. Parametric estimating - Parametric estimating uses a statistical relationship between
historical data and other variables (e.g., square footage in construction) to calculate an estimate
for activity parameters, such as cost, budget, and duration.
4. Three-point estimating - program evaluation and review technique (PERT) uses three estimates
to define an approximate range for an activity’s duration:
Most likely (tM), Optimistic (tO),Pessimistic (tP).

• Triangular Distribution. tE = (tO + tM + tP) / 3
• Beta Distribution (from the traditional PERT technique). tE = (tO + 4tM + tP) / 6
5. Group decision-making techniques
6. Reserve analysis
Outputs:
1. Activity duration estimates
6. Develop Schedule:
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:
2. Activity list
4. Project schedule network diagrams
9. Risk register
10. Project staff assignments
1. Schedule network analysis
2. Critical path method - Critical path is the sequence of project network activities which add up to
the longest overall duration, regardless if that longest duration has float or not. The critical path
method is used to calculate the amount of scheduling flexibility on the logical network paths
within the schedule model.

3. Critical chain method – The critical chain method (CCM) is a schedule method that allows the
project team to place buffers on any project schedule path to account for limited resources and
project uncertainties.
The critical chain method adds duration buffers that are non-work schedule activities to manage
uncertainty.
Project buffer protects the target finish date from slippage along the critical chain. Feeding
Buffers protect the critical chain from slippage along the feeding chains.

4. Resource optimization techniques - Resource Levelling - technique in which start and finish
dates are adjusted based on resource constraints with the goal of balancing demand for
resources with the available supply. Resource leveling can often cause the original critical path
to change, usually to increase.

Resource Smoothing: A technique that adjusts the activities of a schedule model such that the
Requirements for resources on the project do not exceed certain predefined resource limits.
In resource smoothing, as opposed to resource leveling, the project’s critical path is not changed and
the completion date may not be delayed. In other words, activities may only be delayed within their free
and total float.
5. Modeling techniques - a) What-If Scenario Analysis b) Simulation
6. Leads and lags
7. Schedule compression – Schedule compression techniques are used to shorten the schedule
duration without reducing the project scope, in order to meet schedule constraints, imposed
dates, or other schedule objectives
a) Crashing: A technique used to shorten the schedule duration for the least incremental cost by
adding resources. Examples of crashing include approving overtime, bringing in additional
resources, or paying to expedite delivery to activities on the critical path.

b) Fast Tracking: A schedule compression technique in which activities or phases normally done in
sequence are performed in parallel for at least a portion of their duration. Fast tracking only
works if activities can be overlapped to shorten the project duration
8. Scheduling tool – a) Bar charts b) Milestone Charts c) Project Schedule network diagram
Outputs:
1. Schedule baseline
2. Project schedule
3. Schedule data
4. Project calendars
7. Control Schedule:
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
Inputs:
2. Project schedule
4. Project calendars
5. Schedule data
1. Performance reviews
3. Resource optimization techniques
4. Modeling techniques
5. Leads and lags
6. Schedule compression
7. Scheduling tool
Outputs:
2. Schedule forecasts
3. Change requests
6. Organizational process Assets updates

Chapter - 7 Project Cost Management
Plan Cost
Management
.2 Project charter
factors
.1 Expert judgment
.2 Meetings
Cost Management Plan
Estimate Cost
.1 Cost management plan
.2 Human resource management
plan
.3 Scope baseline
.4 Project schedule
.5 Risk register
factors
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Bottom-up estimating
.5 Three-point estimating
.6 Reserve analysis
.7 Cost of quality
software
.9 Vendor bid analysis
techniques
.2 Basis of estimates
updates
Determine Budget
.2 Scope baseline
.4 Basis of estimates
.5 Project schedule
.7 Risk register
.8 Agreements
.1 Cost aggregation
.2 Reserve analysis
.3 Expert judgment
.4 Historical relationships
.5 Funding limit
reconciliation
.1 Cost baseline
.2 Project funding
requirements
updates
Control Costs
.2 Project funding requirements
.1 Earned value
management
.2 Forecasting
.3 To-complete
performance
index (TCPI)
.4 Performance reviews
software
.6 Reserve analysis
.1 Work performance
information
.2 Cost forecasts
.3 Change requests
plan
updates
updates

assets
updates
1. Plan Cost Management Plan:
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:
Scope baseline. - The scope baseline includes the project scope statement and the work
breakdown
Structure (WBS) details used for defining activities, duration estimation, and schedule
management.
Schedule baseline. - The schedule baseline defines when the project costs will be incurred.
Other information. - Other cost-related scheduling, risk, and communications decisions from
the project management plan.
2. Project charter
1. Expert judgment
2. Meetings
Outputs:
1. Cost Management Plan - the cost management plan can establish the following:
Units of measure, Level of precision, Units of accuracy, Organizational procedures links, Control
thresholds, Rules of performance measurement, Reporting formats, Process descriptions,
Additional details.
2. Estimate Costs:
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 - The scope baseline is comprised of the following: Project scope statement,
Work breakdown structure, WBS dictionary.

4. Project schedule
5. Risk register
1. Expert judgment
2. Analogous estimating - Analogous cost estimating uses the values such as scope, cost, budget,
and duration or measures of scale such as size, weight, and complexity from a previous, similar
project as the basis for estimating the same parameter or measurement for a current project.
Analogous cost estimating is generally less costly and less time consuming than other
techniques, but it is also generally less accurate.
3. Parametric estimating - Parametric estimating uses a statistical relationship between relevant
historical data and other variables (e.g., square footage in construction) to calculate a cost
estimate for project work. This technique can produce higher levels of accuracy depending upon
the sophistication and underlying data built into the model.
4. Bottom-up estimating - The cost of individual work packages or activities is estimated to the
greatest level of specified detail. The detailed cost is then summarized or “rolled up” to
higher levels for subsequent reporting and tracking purposes. They are more accurate than
parametric estimating.
5. Three-point estimating
Most Likely, Optimistic and Pessimistic.
6. Reserve analysis
7. Cost of quality
9. Vendor bid analysis
10. Group decision-making techniques - Team-based approaches, such as brainstorming, the Delphi
or nominal group techniques, are useful for engaging team members to improve estimate
accuracy and commitment to the emerging estimates.
Outputs:
2. Basis of estimates
3. Determine Budget:
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:

2. Scope baseline
4. Basis of estimates
5. Project schedule
7. Risk register
8. Agreements
1. Cost aggregation
2. Reserve analysis
3. Expert judgment
4. Historical relationships
5. Funding limit reconciliation
Outputs:
1. Cost baseline
2. Project funding requirements
4. Control Costs:
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:
2. Project funding requirements
1. Earned value management
Earned value management (EVM) is a methodology that combines scope, schedule, and
resource measurements to assess project performance and progress.
Planned Value – Planned value (PV) is the authorized budget assigned to scheduled work. The
total planned value for the project is also known as budget at completion (BAC).
Earned Value – It is the budget associated with the authorized work that has been completed.
The EV is often used to calculate the percent complete of a project.
Actual Cost - Actual cost (AC) is the realized cost incurred for the work performed on an activity
during a specific time period.
Variances from the approved baseline will also be monitored.

Schedule variance – Schedule variance (SV) is a measure of schedule performance expressed as
the difference between the earned value and the planned value. It is the amount by which the
project is ahead or behind the planned delivery date, at a given point in time.
SV = EV – PV
Cost variance - Cost variance (CV) is the amount of budget deficit or surplus at a given point in
time, expressed as the difference between earned value and the actual cost.
Equation: CV= EV − AC.
Schedule performance index - It measures how efficiently the project team is using its time.
An SPI value less than 1.0 indicates less work was completed than was planned. An SPI greater
than 1.0 indicates that more work was completed than was planned.
SPI = EV/PV
Cost Performance Index: The cost performance index (CPI) is a measure of the cost efficiency of
budgeted resources, expressed as a ratio of earned value to actual cost.
A CPI value of less than 1.0 indicates a cost overrun for work completed. A CPI value greater
than 1.0 indicates a cost underrun of performance to date.
CPI = EV/AC.
2. Forecasting
EAC forecast for ETC work performed at the budgeted rate
EAC = AC + (BAC – EV)
EAC forecast for ETC work performed at the present CPI
EAC = BAC / CPI
EAC forecast for ETC work considering both SPI and CPI factors
EAC = AC + [(BAC – EV) / (CPI × SPI)]
3. To-complete performance index (TCPI)

The to-complete performance index (TCPI) is a measure of the cost performance that is required
to be achieved with the remaining resources in order to meet a specified management goal,
expressed as the ratio of the cost to finish the outstanding work to the remaining budget.
The equation for the TCPI based on the BAC: (BAC – EV) / (BAC – AC).
The equation for the TCPI based on the EAC: (BAC – EV) / (EAC – AC).
4. Performance reviews
6. Reserve analysis
Outputs:
2. Cost forecasts
3. Change requests
Earned Value Analysis
Abbr
Name
Name Lexicon Def How used Equation Interpretation of
result
PV Planned
Value
The authorized budget
assigned to scheduled work.
The value of the work planned to
be completed to a point in time,
usually the data date, or project
completion.
EV Earned Value The measure of work
performed expressed in terms
of the budget authorized for
that work.
The planned value of all the work
completed (earned) to a point in
time, usually the data date,
without Reference to actual costs.
EV = sum of the
planned value of
completed work
AC Actual Cost The realized cost incurred for
the work performed on an
activity during a specific time
period.
The actual cost of all the work
completed to a point in time,
usually the data date.
BAC Budget at
Completion
The sum of all budgets
established for the work to be
performed.
The value of total planned work,
the project cost baseline.
CV Cost
Variance
The amount of budget deficit
or surplus at a given point in
time, expressed as the
difference between the earned
value and the actual cost.
The difference between the value
of work completed to a point in
time, usually the data date, and
the actual costs to the same point
in time.
CV = EV – AC Positive = Under
planned cost
Neutral = On
planned cost
Negative = Over
planned cost
SV Schedule
Variance
The amount by which the
project is ahead or behind the
planned delivery date, at a
The difference between the work
completed to a point in time,
usually the data date, and the
SV = EV – PV Positive = Ahead
of Schedule
Neutral = On

given point in time, expressed
as the difference between the
earned value and the planned
value.
work planned to be completed to
the same point in time.
schedule
Negative = Behind
Schedule
VAC Variance at
Completion
A projection of the amount of
budget deficit or surplus,
expressed as the difference
between the budget at
completion and the estimate
at completion.
The estimated difference in cost
at the completion of the project.
VAC = BAC – EAC Positive = Under
planned cost
Neutral = On
planned cost
Negative = Over
planned cost
CPI Cost
Performance
Index
A measure of the cost
efficiency of budgeted
resources expressed as the
ratio of earned value to actual
cost.
A CPI of 1.0 means the project is
exactly on budget, that the work
actually done so far is exactly the
same as the cost so far. Other
values show the percentage of
how much costs are over or
under the budgeted amount for
work accomplished.
CPI = EV/AC Greater than 1.0 =
Under planned
cost
Exactly 1.0 = On
planned cost
Less than 1.0 =
Over planned cost
SPI Schedule
Performance
Index
A measure of schedule
efficiency expressed as the
ratio of earned value to
planned value.
An SPI of 1.0 means that the
project
is exactly on schedule, that the
work
actually done so far is exactly the
same as the work planned to be
done so far. Other values show
the percentage of how much
costs are over or under the
budgeted amount for work
planned.
SPI = EV/PV Greater than 1.0 =
Ahead of
schedule
Exactly 1.0 = On
schedule
Less than 1.0 =
Behind schedule
EAC Estimate At
Completion
The expected total cost of
completing all work expressed
as the sum of the actual cost to
date and the estimate to
complete.
If the CPI is expected to be the
same for the remainder of the
project, EAC can be calculated
using:
If future work will be
accomplished at the planned rate,
use: If the initial plan is no longer
valid, use: If both the CPI and SPI
influence the remaining work, use
EAC = BAC/CPI
EAC = AC + BAC –
EV
EAC = AC +
Bottom-up ETC
EAC = AC + [(BAC
– EV)/
(CPI x SPI)]
ETC Estimate to
Complete
The expected cost to finish all
the remaining project work.
Assuming work is proceeding on
plan, the cost of completing the
remaining authorized work can be
calculated using: Reestimate the
remaining work from the bottom
up.
ETC = EAC – AC
ETC = Reestimate

TCPI To Complete
Performance
Index
A measure of the cost
performance that must be
achieved with the remaining
resources in order to meet
a specified management goal,
expressed as the ratio of the
cost to finish the outstanding
work to the budget available.
The efficiency that must be
maintained in order to complete
on plan.
The efficiency that must be
maintained in order to complete
the current EAC.
TCPI = (BAC –
EV)/(BAC – AC)
TCPI = (BAC –
EV)/(EAC – AC)
Greater than 1.0 =
Harder to
Complete
Exactly 1.0 =
Same to complete
Less than 1.0 =
Easier to
complete
Greater than 1.0 =
Harder to
Complete
Exactly 1.0 =
Same to complete
Less than 1.0 =
Easier to
complete

Chapter - 8 Project Quality Management
Plan Quality
Management
.3 Risk register
factors
.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
updates
Perform Quality
Assurance
. 1 Quality management plan
.2 Process improvement plan
.3 Quality metrics
.4 Quality control measurements
.1 Quality management
and control tools
.2 Quality audits
.3 Process analysis
. 1 Change requests
plan
updates
updates
assets updates
Control Quality
.2 Quality metrics
.3 Quality checklists
.5 Approved change requests
.6 Deliverables
.1 Seven basic quality tools
.2 Statistical sampling
.3 Inspection
.4 Approved change
requests review
.1 Quality control
measurements
.2 Validated changes
.3 Validated deliverables
.4 Work performance
information
.5 Change requests
plan updates
updates
assets updates
1. Plan Quality Management:
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:
The information used for the development of the quality management plan includes,
Scope Baseline, Schedule Baseline, Cost Baseline and other management plans.
3. Risk register
1. Cost-benefit analysis - A cost-benefit analysis for each quality activity compares the cost of the
quality step to the expected benefit.
2. Cost of quality –
Cost of Conformance –
Prevention Costs
(Build a quality product)
• Training
• Document processes
• Equipment
• Time to do it right
Appraisal Costs
(Assess the quality)
• Testing
• Destructive testing loss
• Inspections
Money spent during the project to avoid failures
Cost of Nonconformance:
Internal Failure Costs
(Failures found by the project)
• Rework
• Scrap
External Failure Costs
(Failures found by the customer)
• Liabilities
• Warranty work
• Lost business
Money spent during and after the project because of failures.

3. Seven basic quality tools –
a) Cause-and-effect diagrams - which are also known as fishbone diagrams or as Ishikawa
diagrams. The problem statement placed at the head of the fishbone is used as a starting point
to trace the problem’s source back to its actionable root cause.
b) Flowcharts - which are also referred to as process maps because they display the sequence
of steps and the branching possibilities that exist for a process that transforms one or more
inputs into one or more outputs.
c) Checksheets - which are also known as tally sheets and may be used as a checklist when
gathering data.
d) Pareto diagrams - exist as a special form of vertical bar chart and are used to identify the vital
few sources that are responsible for causing most of a problem’s effects.
e) Histograms - are a special form of bar chart and are used to describe the central tendency,
dispersion, and shape of a statistical distribution.
f) Control charts - are used to determine whether or not a process is stable or has predictable
performance. Upper and lower specification limits are based on requirements of the agreement.
g) Scatter diagrams - plot ordered pairs (X, Y) and are sometimes called correlation charts because
they seek to explain a change in the dependent variable, Y, in relationship to a change observed
in the corresponding independent variable, X.

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.
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.
6. Statistical sampling - Statistical sampling involves choosing part of a population of interest for
inspection.
7. Additional quality planning tools
a) Brainstorming. This technique is used to generate ideas.
b) Force field analysis. These are diagrams of the forces for and against change.
c) Nominal group technique. This technique is used to allow ideas to be brainstormed in
small groups and then reviewed by a larger group.
d) Quality management and control tools. These tools are used to link and sequence the
activities identified
8. Meetings

Outputs:
1. Quality management plan
2. Process improvement plan - Areas to consider in process improvement plan. Process
boundaries, Process configuration, Process metrics, Targets for improved performance.
3. Quality metrics
4. Quality checklists
2 Perform Quality Assurance:
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:
2. Process improvement plan
3. Quality metrics
4. Quality control measurements
5. Project documents
1. Quality management and control tools
a. Affinity diagrams. The affinity diagram is similar to mind-mapping techniques in that
they are used to generate ideas that can be linked to form organized patterns of
thought about a problem.
b. Process decision program charts (PDPC). The PDPC is useful as a method for
contingency planning because it aids teams in anticipating intermediate steps that could
derail achievement of the goal.
c. Interrelationship digraphs. The interrelationship digraphs provide a process for creative
problem solving in moderately complex scenarios that possess intertwined logical
relationships for up to 50 relevant items.
d. Tree diagrams. Also known as systematic diagrams and may be used to represent
decomposition hierarchies such as the WBS, RBS (risk breakdown structure), and OBS
(organizational breakdown structure).
e. Prioritization matrices. Identify the key issues and the suitable alternatives to be
prioritized as a set of decisions for implementation. Criteria are prioritized and weighted
before being applied to all available alternatives to obtain a mathematical score that
ranks the options.
f. Activity network diagrams. Previously known as arrow diagrams. They include both the
AOA (Activity on Arrow) and, most commonly used, AON (Activity on Node) formats of a
network diagram. Activity network diagrams are used with project scheduling
methodologies such as program evaluation and review technique (PERT), critical path
method (CPM), and precedence diagramming method (PDM).

g. Matrix diagrams. A quality management and control tool used to perform data analysis
within the organizational structure created in the matrix. The matrix diagram seeks to
show the strength of relationships between factors, causes, and objectives that exist
between the rows and columns that form the matrix.
2. Quality audits
3. Process analysis
Outputs:
1. Change requests
3. Control Quality:

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:
2. Quality metrics
3. Quality checklists
5. Approved change requests
6. Deliverables
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
5. Change requests

Chapter – 9 Project Human Resource Management
Plan Human
resource
Management
requirements
factors
.1 Organization charts and
position descriptions
.2 Networking
.3 Organizational theory
.4 Expert judgment
.5 Meetings
.1 Human resource
management plan
Acquire Project
Team
plan
factors
.1 Pre-assignment
.2 Negotiation
.3 Acquisition
.4 Virtual teams
.5 Multi-criteria decision
analysis
.1 Project staff
assignments
plan updates
Develop Project
Team
plan
.1 Interpersonal skills
.2 Training
.3 Team-building activities
.4 Ground rules
.5 Colocation
.6 Recognition and
rewards
.7 Personnel assessment
tools
.1 Team performance
assessments
.2 Enterprise
environmental
factors updates
Manage Project
Team
plan
.3 Team performance
assessments
.4 Issue log
.1 Observation and
conversation
.2 Project performance
appraisals
.3 Conflict management
.1 Change requests
plan updates
updates
.4 Enterprise
environmental factors
updates
assets updates
1. Plan Human Resource Management:
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. Organization charts and position descriptions - Various formats exist to document team member
roles and responsibilities.
a) Hierarchical-type charts
b) Matrix-based charts
c) Text-oriented formats
2. Networking
3. Organizational theory
4. Expert judgment
5. Meetings
Outputs:
1. Human resource management plan - The human resource management plan includes
a) Roles and responsibilities
b) Project organization charts
c) Staffing management plan - Staff acquisition, Resource calendars, Staff release plan,
Training needs, Recognition and rewards, Compliance and Safety.
2. Acquire Project Team

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. Pre-assignment - When project team members are selected in advance, they are considered pre
assigned.
2. Negotiation
3. Acquisition - When the performing organization is unable to provide the staff needed to
complete a project, the required services may be acquired from outside sources. This can
involve hiring individual consultants or subcontracting work to another organization
4. Virtual teams
5. Multi-criteria decision analysis – Availability, Cost, Experience, Ability, Knowledge, Skills,
Attitude and International factors.
Outputs:
.2 Develop Project Team:
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. Interpersonal skills
2. Training
3. Team-building activities - The objective of team-building activities is to help individual team
members work together effectively. One of the models used to describe team development is

the Tuckman ladder (Tuckman, 1965; Tuckman & Jensen, 1977), which includes five stages of
development that teams may go through.
a) Forming - This phase is where the team meets and learns about the project and their
formal roles and responsibilities. Team members tend to be independent and not as
open in this phase.
b) Storming - During this phase, the team begins to address the project work, technical
decisions, and the project management approach.
c) Norming - In the norming phase, team members begin to work together and adjust their
work habits and behaviors to support the team. The team learns to trust each other.
d) Performing - Teams that reach the performing stage function as a well-organized unit.
They are interdependent and work through issues smoothly and effectively.
e) Adjourning - Teams that reach the performing stage function as a well-organized unit.
They are interdependent and work through issues smoothly and effectively.
4. Ground rules - Ground rules establish clear expectations regarding acceptable behavior by
project team members. All project team members share responsibility for enforcing the rules
once they are established.
5. Colocation - Colocation, also referred to as “tight matrix,” involves placing many or all of the
most active project team members in the same physical location to enhance their ability to
perform as a team. Colocation strategies can include a team meeting room (sometimes called
“war room”), places to post schedules, and other conveniences that enhance communication
and a sense of community.
6. Recognition and rewards
7. Personnel assessment tools
Outputs:
1. Team performance assessments
2. Enterprise environmental factors updates
Manage Project Team:
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:
3. Team performance assessments
4. Issue log

1. Observation and conversation - Observation and conversation are used to stay in touch with
the work and attitudes of project team members.
2. Project performance appraisals
3. Conflict management - Conflict is inevitable in a project environment. If the differences
become a negative factor, project team members are initially responsible for their resolution. If
conflict escalates, the project manager should help facilitate a satisfactory resolution. Conflict
should be addressed early and usually in private, using a direct, collaborative approach. If
disruptive conflict continues, formal procedures may be used, including disciplinary action.
There are five general techniques for resolving conflict. a) Withdraw/Avoid b)
Smooth/Accommodate c) Compromise/Reconcile d) Force/Direct e) Collaborate/Problem Solve
4. Interpersonal skills - Project managers use a combination of technical, personal, and conceptual
skills to analyze situations and interact appropriately with team members. Leadership,
Influencing, Effective Decision Making
Outputs:
1. Change requests
4. Enterprise environmental factors updates

Chapter - 10 Project Communication Management
Plan
Communication
Management
factors
. 1 Communication
requirements analysis
.2 Communication
technology
.3 Communication models
.4 Communication
methods
.5 Meetings
.1 Communications
management plan
updates
Manage
Communications
.1 Communications management
plan
factors
.1 Communication
technology
.2 Communication models
.3 Communication
methods
.4 Information
management
systems
.5 Performance reporting
.1 Project communications
plan updates
updates
assets updates
Control
Communications
.2 Project communications
.3 Issue log
.1 Information
management systems
.2 Expert judgment
.3 Meetings
.1 Work performance
information
.2 Change requests
plan updates
updates
assets updates
.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.
Effective communication means that the information is provided in the right format, at the right time, to
the right audience, and with the right impact. Efficient communication means providing only the
information that is needed.
Inputs:

4. Organizational process Assets
1. Communication requirements analysis - The project manager should also consider the number
of potential communication channels or paths as an indicator of the complexity of a project’s
communications. The total number of potential communication channels is n(n – 1)/2, where n
represents the number of stakeholders.
2. Communication technology
Factors that can affect the choice of communication technology include:
a). Urgency of the need for information b) Availability of technology c) Ease of use d) Project
environment d) Sensitivity and Confidentiality of the information
3. Communication models - The communication models used to facilitate communications and the
exchange of information may vary from project to project and also within different stages of the
same project.
a) Encode b Transmit Message c) Decode d) Acknowledge e) Feedback and Response
4. Communication methods
a) Interactive Communication - Between two or more parties performing a
multidirectional exchange of information. It is the most efficient way to ensure a
common understanding by all participants on specified topics, and includes meetings,
phone calls, instant messaging, video conferencing, etc.
b) Push Communication - Sent to specific recipients who need to receive the information.
This ensures that the information is distributed but does not ensure that it actually
reached or was understood by the intended audience. Push communications include
letters, memos, reports, emails, faxes, voice mails, blogs, press releases, etc.
c) Pull Communications - Used for very large volumes of information, or for very large
audiences, and requires the recipients to access the communication content at their
own discretion. These methods include intranet sites, e-learning, lessons learned
databases, knowledge repositories, etc.
5. Meetings
Outputs:
1. Communications management plan
.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.

Inputs:
1. Communications management plan
1. Communication technology
2. Communication models
4. Information management systems
5. Performance reporting –
a) Analysis of past performance,
b) Analysis of project forecasts (including time and cost),
c) Current status of risks and issues,
d) Work completed during the period,
e) Work to be completed in the next period,
f) Summary of changes approved in the period, and
g) Other relevant information, which is reviewed and discussed
Outputs:
1. Project communications
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.
Inputs:
2. Project communications
3. Issue log
2. Expert judgment
3. Meetings

Outputs:
2. Change requests

Chapter - 11 Project Risk Management
Plan Risk
Management
.2 Project charter
factors
.2 Expert judgment
.3 Meetings
.1 Risk management plan
Identify Risks
.4 Quality management plan
.5 Human resource
management plan
.6 Scope baseline
.8 Activity duration estimates
.11 Procurement documents
factors
. .1 Documentation
reviews
.2 Information gathering
techniques
.3 Checklist analysis
.4 Assumptions analysis
.5 Diagramming
techniques
.6 SWOT analysis
.7 Expert judgment
.1 Risk register
Perform
Qualitative Risk
Analysis
.2 Scope baseline
.3 Risk register
factors
.1 Risk probability and
impact
assessment
.2 Probability and impact
matrix
.3 Risk data quality
assessment
.4 Risk categorization
.5 Risk urgency assessment
.6 Expert judgment
updates

Perform
Quantitative Risk
Analysis
.4 Risk register
factors
.1 Data gathering and
representation techniques
.2 Quantitative risk
analysis and
modeling techniques
.3 Expert judgment
updates
Plan Risk
Responses
.2 Risk register
.1 Strategies for negative
risks or threats
.2 Strategies for positive
risks or opportunities
.3 Contingent response
strategies
.4 Expert judgment
plan updates
updates
.1 Plan Risk Management:
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:
2. Project charter
a) Risk categories,
b) Common definitions of concepts and terms,
c) Risk statement formats,
d) Standard templates,
e) Roles and responsibilities,
f) Authority levels for decision making, and
g) Lessons learned
2. Expert judgment
3. Meetings

Outputs:
1. Risk management plan: It includes following things.
a) Methodology
b) Roles and Responsibilities
c) Budgeting
d) Timing
e) Risk Categories
f) Definitions of risk probability and impact
g) Probability and impact matrix
h) Revised stakeholder tolerances
i) Reporting formats
j) Tracking
.2 Identify Risks:
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 provides to the project team to anticipate events.
Identify risks is an iterative process, because new risks may evolve or become known as the project
progresses through its life cycle.
Inputs:
1. Risk management plan
6. Scope baseline
11. Procurement documents
1. Documentation reviews
2. Information gathering techniques - Examples of information gathering techniques used in
identifying risks can include:
a) Brainstorming - The goal of brainstorming is to obtain a comprehensive list of project
risks. The Project team usually performs brainstorming, often with a multidisciplinary
set of experts who are not part of the team. Ideas about project risk are generated

under the leadership of a facilitator, either in a traditional free-form brainstorm session
or structured mass interviewing techniques.
b) Delphi technique - The Delphi technique is a way to reach a consensus of experts.
Project risk experts participate in this technique anonymously. A facilitator uses a
questionnaire to solicit ideas about the important project risks. The responses are
summarized and are then recirculated to the experts for further comment. Consensus
may be reached in a few rounds of this process. The Delphi technique helps reduce bias
in the data and keeps any one person from having undue influence on the outcome.
c) Interviewing - Interviewing experienced project participants, stakeholders, and subject
matter experts helps to identify risks.
d) Root cause analysis. - Root-cause analysis is a specific technique used to identify a
problem, discover the underlying causes that lead to it, and develop preventive action
3. Checklist analysis
4. Assumptions analysis
5. Diagramming techniques - Risk diagramming techniques may include:
a) Cause and effect diagrams. These are also known as Ishikawa or fishbone diagrams and
are useful for identifying causes of risks.
b) System or process flow charts. These show how various elements of a system
interrelate and the mechanism of causation.
c) Influence diagrams. These are graphical representations of situations showing causal
influences, time ordering of events, and other relationships among variables and
outcomes.
6. SWOT analysis - This technique examines the project from each of the strengths, weaknesses,
opportunities, and threats (SWOT) perspectives to increase the breadth of identified risks by
including internally generated risks.
7. Expert judgment
Outputs:

1. Risk register - The primary output from Identify Risks is the initial entry into the risk register. The
risk register is a document in which the results of risk analysis and risk response planning are
recorded.
a) List of identified risks.
b) List of potential responses.
.3 Perform Qualitative Risk Analysis:
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:
2. Scope baseline
3. Risk register
1. Risk probability and impact assessment - Risk probability assessment investigates the likelihood
that each specific risk will occur. Risk impact assessment investigates the potential effect on a
project objective such as schedule, cost, quality, or performance, including both negative effects
for threats and positive effects for opportunities.
2. Probability and impact matrix - Each risk is rated on its probability of occurrence and impact on
an objective if it does occur. The organization should determine which combinations of
probability and impact result in a classification of high risk, moderate risk, and low risk.

3. Risk data quality assessment - Risk data quality assessment is a technique to evaluate the
degree to which the data about risks is useful for risk management.
4. Risk categorization
5. Risk urgency assessment
6. Expert judgment
Outcomes:
1. Project documents updates – Below document will be updated.
a) Risk Register Updates
b) Assumptions log updates
.4 Perform Quantitative Risk Analysis:
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.

Perform Quantitative Risk Analysis is performed on risks that have been prioritized by the Perform
Qualitative Risk Analysis process as potentially and substantially impacting the project’s competing
demands.
Inputs:
4. Risk register
1. Data gathering and representation techniques
a) Interviewing: Interviewing techniques draw on experience and historical data to
quantify the probability and impact of risks on project objectives.
b) Probability Distributions: Continuous probability distributions, which are used
extensively in modeling and simulation, represent the uncertainty in values such as
durations of schedule activities and costs of project components.
2. Quantitative risk analysis and modeling techniques
a. Sensitivity analysis: Sensitivity analysis helps to determine which risks have the most
potential impact on the project.
b. Expected monetary value analysis: Expected monetary value (EMV) analysis is a
statistical concept that calculates the average outcome when the future includes
scenarios that may or may not happen (i.e., analysis under uncertainty).
c. Modelling and simulation: A project simulation uses a model that translates the
specified detailed uncertainties of the project into their potential impact on project
objectives. Simulations are typically performed using the Monte Carlo technique
3. Expert judgment
Outputs:
1. Project documents updates – Risk Register document updates include following things.
Probabilistic analysis of the project, Probability of achieving cost and time objectives, Prioritized
list of quantified risks, Trends in quantitative risk analysis results.
.5 Plan Risk Responses:
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:
2. Risk register
1. Strategies for negative risks or threats - Three strategies, which typically deal with threats or
risks that may have negative impacts on project objectives if they occur, are: avoid, transfer,
and mitigate. The fourth strategy, accept, can be used for negative risks or threats as well as
positive risks or opportunities.
a) Avoid. - Risk avoidance is a risk response strategy whereby the project team acts to
eliminate the threat or protect the project from its impact.
b) Transfer. - Risk transference is a risk response strategy whereby the project team shifts
the impact of a threat to a third party, together with ownership of the response.
c) Mitigate. - Risk mitigation is a risk response strategy whereby the project team acts to
reduce the probability of occurrence or impact of a risk. It implies a reduction in the
probability and/or impact of an adverse risk to be within acceptable threshold limits.
d) Accept. - Risk acceptance is a risk response strategy whereby the project team decides
to acknowledge the risk and not take any action unless the risk occurs.
2. Strategies for positive risks or opportunities - Three of the four responses are suggested to deal
with risks with potentially positive impacts on project objectives. The fourth strategy, accept,
can be used for negative risks or threats as well as positive risks or opportunities
a) Exploit - The exploit strategy may be selected for risks with positive impacts where the
organization wishes to ensure that the opportunity is realized.
b) Enhance - The enhance strategy is used to increase the probability and/or the positive
impacts of an opportunity.
c) Share - Sharing a positive risk involves allocating some or all of the ownership of the
opportunity to a third party who is best able to capture the opportunity for the benefit
of the project.
d) Accept - Accepting an opportunity is being willing to take advantage of the opportunity
if it arises, but not actively pursuing it.
3. Contingent response strategies
4. Expert judgment
Outputs:
.6 Control Risks:
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:
2. Risk register
1. Risk reassessment
2. Risk audits
3. Variance and trend analysis
4. Technical performance measurement
5. Reserve analysis
6. Meetings
Outputs:
2. Change requests

Chapter - 12 Project Procurement Management
Plan Procurement
Management
.3 Risk register
.4 Activity resource requirements
.5 Project schedule
factors
.1 Make-or-buy analysis
.2 Expert judgment
.3 Market research
.4 Meetings
.1 Procurement
management plan
.2 Procurement statement
of work
.3 Procurement
documents
.4 Source selection criteria
.5 Make-or-buy decisions
.6 Change requests
updates
Conduct
Procurements
. 1 Procurement management
Plan
.2 Procurement statement of
work
.4 Source selection criteria
.6 Seller proposals
.1 Bidder conference
.2 Proposal evaluation
techniques
.3 Independent estimates
.4 Expert judgment
.5 Advertising
.7 Procurement
negotiations
.1 Selected sellers
.2 Agreements
.4 Change requests
plan updates
updates
Control
Procurements
.3 Agreements
.4 Approved change requests
.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
.1 Work performance
information
.2 Change requests
plan updates
updates
assets updates
Close Procurements
.1 Procurement audits
.2 Procurement
negotiations
.3 Records management
system
.1 Closed procurements
assets updates

1. Plan Procurement Management:
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 - The project management plan describes the need, justification,
requirements, and current boundaries for the project. It includes, but is not limited to, the scope
baseline contents. Project Scope Statement, WBS and WBS Dictionary.
3. Risk register
5. Project schedule
9. Organizational process assets – All legal contractual relationships generally fall into one of two
broad families: either fixed-price or cost reimbursable.
A) Fixed Price Contracts: This category of contracts involves setting a fixed total price for a defined
product, service, or result to be provided.
 Firm Fixed Price Contracts ( FFP ): Price for goods is set at the outset and not subject to
change unless the scope of work changes. Any cost increase due to adverse performance
is the responsibility of the seller, who is obligated to complete the effort.
 Fixed Price Incentive Fee Contracts ( FPIF ): Performance targets are established at the
outset, and the final contract price is determined after completion of all work based on
the seller’s performance. Under FPIF contracts, a price ceiling is set, and all costs above
the price ceiling are the responsibility of the seller, who is obligated to complete the
work.
 Fixed Price with Economic Price Adjustment Contracts (FP-EPA): It is a fixed-price
contract, but with a special provision allowing for pre defined final adjustments to the
contract price due to changed conditions, such as inflation changes, or cost increases (or
decreases) for specific commodities
B) Cost-reimbursable contracts: This category of contract involves payments (cost
reimbursements) to the seller for all legitimate actual costs incurred for completed work, plus a
fee representing seller profit. Cost-reimbursable contracts may also include financial incentive
clauses whenever the seller exceeds, or falls below, defined objectives such as costs, schedule,
or technical performance targets.
 Cost Plus Fixed Fee Contracts (CPFF). - The seller is reimbursed for all allowable costs for
performing the contract work, and receives a fixed-fee payment calculated as a

percentage of the initial estimated project costs. A fee is paid only for completed work
and does not change due to seller performance.
 Cost Plus Incentive Fee Contracts (CPIF). - In CPIF contracts, if the final costs are less or
greater than the original estimated costs, then both the buyer and seller share costs
from the departures based upon a prenegotiated cost-sharing formula, for example, an
80/20 split over/under target costs based on the actual performance of the seller.
 Cost Plus Award Fee Contracts (CPAF). - The seller is reimbursed for all legitimate costs,
but the majority of the fee is earned only based on the satisfaction of certain broad
subjective performance criteria defined and incorporated into the contract.
C) Time and Material Contracts: Time and material contracts are a hybrid type of contractual
arrangement that contain aspects of both cost-reimbursable and fixed-price contracts. They are
often used for staff augmentation, acquisition of experts, and any outside support when a
precise statement of work cannot be quickly prescribed.
1. Make-or-buy analysis - A make-or-buy analysis is a general management technique used to
determine whether particular work can best be accomplished by the project team or should be
purchased from outside sources.
2. Expert judgment
3. Market research
4. Meetings
Outputs:
1. Procurement management plan
2. Procurement statement of work -
4. Source selection criteria - Some possible source selection criteria are:
Understanding of need, Overall or Life cycle cost, Technical Capability, Risk, Management
Approach, Technical approach, Warranty, Financial capacity, production capacity and interest,
Business size and type, past performance of sellers, References, Intellectual property rights,
Proprietary rights .
5. Make-or-buy decisions - A make-or-buy analysis results in a decision of whether particular work
can best be accomplished by the project team or needs to be purchased from outside sources.
6. Change requests
2. Conduct Procurements:
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

3. Source selection criteria
4. Seller proposals
6. Make-or-buy decisions
7. Procurement statement of work
1. Bidder conference - Bidder conferences (sometimes called contractor conferences, vendor
conferences, and pre-bid conferences) are meetings between the buyer and all prospective
sellers prior to submittal of a bid or proposal. They are used to ensure that all prospective sellers
have a clear and common understanding of the procurement requirements), and that no
bidders receive preferential treatment.
2. Proposal evaluation techniques
3. Independent estimates
4. Expert judgment
5. Advertising
7. Procurement negotiations
Outputs:
1. Selected sellers
2. Agreements
4. Change requests
3. Control Procurements:
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:
3. Agreements
4. Approved change requests

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:
2. Change requests
4. Close Procurements:
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. Procurement audits
2. Procurement negotiations
3. Records management system
Outputs:
1. Closed procurements
2. Organizational process assets updates - Elements of the organizational process assets that may
be updated include, but are not limited to:
a) Procurement file.
b) Deliverable acceptance
c) Lessons learned documentation

Project – 13 Project Stakeholder Management
Identify
Stakeholder
.1 Project charter
factors
.1 Stakeholder analysis
.2 Expert judgment
.3 Meetings
Plan Stakeholder
Management
factors
.1 Expert judgment
.2 Meetings
.1 Stakeholder
management plan
updates
Manage
Stakeholder
Engagement
.1 Stakeholder management plan
.2 Communications management
plan
.3 Change log
.1 Communication
methods
.3 Management skills
.1 Issue log
.2 Change requests
plan updates
updates
assets updates
Control
Stakeholder
Engagement
.2 Issue log
.1 Information
management systems
.2 Expert judgment
.3 Meetings
.1 Work performance
information
.2 Change requests
plan updates
updates
assets updates
1. Identify Stakeholder:
Identify Stakeholders is the process of identifying the people, groups, or organizations that could impact
or be impacted by a decision, activity, or outcome of the project, analyzing and documenting relevant
information regarding their interests, involvement, interdependencies, influence, and potential impact

on project success. The key benefit of this process is that it allows the project manager to identify the
appropriate focus for each stakeholder or group of stakeholders.
Inputs:
1. Project charter
1. Stakeholder analysis - Stakeholder analysis is a technique of systematically gathering and
analyzing quantitative and qualitative information to determine whose interests should be taken
into account throughout the project.
There are multiple classification models used for stakeholders analysis, such as:
a) Power/interest grid, grouping the stakeholders based on their level of authority
(“power”) and their level or concern (“interest”) regarding the project outcomes;
b) Power/influence grid, grouping the stakeholders based on their level of authority
(“power”) and their active involvement (“influence”) in the project;
c) Influence/impact grid, grouping the stakeholders based on their active involvement
(“influence”) in the project and their ability to effect changes to the project’s
planning or execution (“impact”); and
d) Salience model, describing classes of stakeholders based on their power (ability to
impose their will), urgency (need for immediate attention), and legitimacy (their
involvement is appropriate).
2. Expert judgment
3. Meetings

Outputs:
1. Stakeholder register - The main output of the Identify Stakeholders process is the stakeholder
register. Identification Information - Name, organizational position, location, role in the project,
contact information; Assessment Information - Major requirements, main expectations,
potential influence in the project, phase in the life cycle with the most interest; and Stakeholder
Classification - Internal/external, supporter/neutral/resistor, etc.
2. Plan Stakeholder Management:
Plan Stakeholder Management is the process of developing appropriate management strategies to
effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs,
interests, and potential impact on project success. The key benefit of this process is that it provides a
clear, actionable plan to interact with project stakeholders to support the project’s interests.
Inputs:
1. Expert judgment
2. Meetings
3. Analytical techniques - current engagement level of all stakeholders needs to be compared to
the planned engagement levels required for successful project completion. The engagement
level of the stakeholders can be classified as follows:
a) Unaware. Unaware of project and potential impacts.
b) Resistant. Aware of project and potential impacts and resistant to change.
c) Neutral. Aware of project yet neither supportive nor resistant.
d) Supportive. Aware of project and potential impacts and supportive to change.
e) Leading. Aware of project and potential impacts and actively engaged in ensuring the
project is a success.
In below figure, C indicates the current engagement, and D indicates the desired engagement.

Outputs:
2. Project documents updates – Documents which will be updated 1) Project schedule b)
Stakeholder register
3. Manage Stakeholder Engagement:
Manage Stakeholder Engagement is the process of communicating and working with stakeholders to
meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder
engagement in project activities throughout the project life cycle. The key benefit of this process is that
it allows the project manager to increase support and minimize resistance from stakeholders,
significantly increasing the chances to achieve project success.
Inputs:
2. Communications management plan – Below communication plan should include below things.
a) Stakeholder communications requirements;
b) Information to be communicated, including language, format, content, and level of
detail;
c) Reason for distribution of information;
d) Person or groups who will receive information; and
e) Escalation process
3. Change log
2. Interpersonal skills
3. Management skills
Outputs:
1. Issue log
2. Change requests

5. Organizational process assets updates – below document will be updated as part of
Organization process assets. Stakeholder notifications, Project reports, Project Presentations,
Project records, Feedback from Stakeholder, Lessons Learned document.
4. Control Stakeholder Engagement:
Control Stakeholder Engagement is the process of monitoring overall project stakeholder relationships
and adjusting strategies and plans for engaging stakeholders. The key benefit of this process is that it
will maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the
project evolves and its environment changes.
Inputs:
2. Issue log
2. Expert judgment
3. Meetings
Outputs:
2. Change requests
4. Project documents updates – Stakeholder register updates and Issue log.
5. Organizational process assets updates - The organizational process assets, which may be
updated.
a) Stakeholder notifications
b) Project reports
c) Project presentations
d) Project records
e) Feedback from stakeholders.
f) Lessons learned documentation

Chapter – 14 Professional Roles and Responsibility
Topic – Vision and Applicability
Vision and Purpose:
As practitioners of project management, we are committed to doing what is right and honorable. We
set high standards for ourselves and we aspire to meet these standards in all aspects of our lives—at
work, at home, and in service to our profession.
Persons to Whom the Code Applies
1. All PMI members
2. Individuals who are not members of PMI but meet one or more of the following criteria:
a) Non-members who hold a PMI certification
b) Non-members who apply to commence a PMI certification process
c) Non-members who serve PMI in a volunteer capacity.
Values that Support this Code
The values that the global project management community defined as most important were:
responsibility, respect, fairness, and honesty. This Code affirms these four values as its foundation.
Topic – Responsibility
Responsibility:
Responsibility is our duty to take ownership for the decisions we make or fail to make, the actions we
take or fail to take, and the consequences that result.
Aspirational Standards:
1. We make decisions and take actions based on the best interests of society, public safety, and
the environment.
2. We accept only those assignments that are consistent with our background, experience, skills,
and qualifications.
3. We fulfill the commitments that we undertake
4. When we make errors or omissions, we take ownership and make corrections promptly. When
we discover errors or omissions caused by others, we communicate them to the appropriate
body as soon they are discovered. We accept accountability for any issues resulting from our
errors or omissions and any resulting consequences.
5. We protect proprietary or confidential information that has been entrusted to us.
6. We uphold this Code and hold each other accountable to it.
Mandatory Standards:
1. Regulations and Legal Requirements
a) We inform ourselves and uphold the policies, rules, regulations and laws that govern
our work, professional, and volunteer activities.

b) We report unethical or illegal conduct to appropriate management and, if necessary, to
those affected by the conduct.
2. Ethics Complaints
a) We bring violations of this Code to the attention of the appropriate body for resolution.
b) We only file ethics complaints when they are substantiated by facts.
c) We pursue disciplinary action against an individual who retaliates against a person
raising ethics concerns.
Topic - Respect:
Respect:
Respect is our duty to show a high regard for ourselves, others, and the resources entrusted to us.
Resources entrusted to us may include people, money, reputation, the safety of others, and natural or
environmental resources.
Aspirational Standards:
1. We inform ourselves about the norms and customs of others and avoid engaging in behaviors
they might consider disrespectful.
2. We listen to others’ points of view, seeking to understand them.
3. We approach directly those persons with whom we have a conflict or disagreement.
4. We conduct ourselves in a professional manner, even when it is not reciprocated.
Mandatory Standards:
1. We negotiate in good faith.
2. We do not exercise the power of our expertise or position to influence the decisions or actions
of others in order to benefit personally at their expense.
3. We do not act in an abusive manner toward others.
4. We respect the property rights of others
Topic – Fairness:
Fairness:
Fairness is our duty to make decisions and act impartially and objectively. Our conduct must be free
from competing self-interest, prejudice, and favoritism.
Aspirational Standards
1. We demonstrate transparency in our decision-making process.
2. We constantly reexamine our impartiality and objectivity, taking corrective action as
appropriate. We provide equal access to information to those who are authorized to have that
information.
3. We make opportunities equally available to qualified candidates.
Mandatory Standards

Conflict of Interest Situations
1. We proactively and fully disclose any real or potential conflicts of interest to the appropriate
stakeholders.
2. When we realize that we have a real or potential conflict of interest, we refrain from engaging in
the decision-making process or otherwise attempting to influence outcomes, unless or until: we
have made full disclosure to the affected stakeholders; we have an approved mitigation plan;
and we have obtained the consent of the stakeholders to proceed.
Comment: A conflict of interest occurs when we are in a position to influence decisions or other
outcomes on behalf of one party when such decisions or outcomes could affect one or more other
parties with which we have competing loyalties. For example, when we are acting as an employee,
we have a duty of loyalty to our employer. When we are acting as a PMI volunteer, we have a duty
of loyalty to the Project Management Institute. We must recognize these divergent interests and
refrain from influencing decisions when we have a conflict of interest.
Further, even if we believe that we can set aside our divided loyalties and make decisions
impartially, we treat the appearance of a conflict of interest as a conflict of interest and follow the
provisions described in the Code.
Favoritism and Discrimination
a) We do not hire or fire, reward or punish, or award or deny contracts based on personal
considerations, including but not limited to, favoritism, nepotism, or bribery.
b) We do not discriminate against others based on, but not limited to, gender, race, age, religion,
disability, nationality, or sexual orientation.
c) We apply the rules of the organization (employer, Project Management Institute, or other
group) without favoritism or prejudice.
Ethical Decision-Making Framework:
Assessment Make sure you have all the facts about the ethical dilemma
Alternatives Consider your choices
Analysis Identify your candidate decision and test its validity
Application Apply ethical principles to your candidate decision
Action Make a decision

Free PMP Notes based on PMBOK guide and covers latest PMP changes after 11 Jan,2016

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Free PMP Notes based on PMBOK guide and covers latest PMP changes after 11 Jan,2016