Srirama & Om Sri Sai Baba
Project Integration Management
Area Process
Develop Project Charter
That Formally authorizes Project or Project Phase
Sponsor Issues Proj Charter & Provides SOW
Charter gives Authority to PM to apply Org
resources to Proj Activities
Develop Preliminary Project scope Statement
That Provides high level scope narrative
Develop Project Management Plan
Provides high level scope narrative
Direct & Manage Project Execution
Monitoring and controlling Project Work
Integrated Change Control
Close Project
Inputs
Contract ( when Applicable)
Project Statement of work
Enterprise Environmental factors
Organizational Process
Assets
Project Charter Project Project Management Methodology
Statement of work Enterprise
Environmental factors
Organizational Process Assets
That Preliminary Project scope stmt
Project Management
Process Enterprise
Environmental factors
Organizational Process Assets
Project Management Plan
Approved corrective actions
Approved Preventive actions
Approved Change Requests
Approved Defect Repair
Validated Defect Repair
Administrative Closure Procedure
Project Management Plan Work Project Management Methodology
Performance information
Rejected Change requests
Project Management Plan
Requested Changes Work
Performance Information
Recommended preventive
actions
Recommended Corrective actions
Recommended
defect repair
Deliverables
Project Management Plan
Contract Documentation
Enterprise Environmental factors
Organizational Process
Assets Work
Performance Information
Deliverables
Tools/ Techniques
Project Selection Methods
Project Management Methodology
PMIS
Expert Judgment
PMIS
Expert Judgment
Project Management Methodology
PMIS
Expert Judgment
Project Management Methodology
PMIS
PMIS
Earned Value Technique
Expert Judgment
Project Management Methodology
PMIS
Expert Judgment
Project Management Methodology
PMIS
Expert Judgment
Outputs / Deliverables Process Group Other notes
Project Charter Initiating Market Demad, Business Need,
Customer request, Technological
advance, Legal Requirement, Social
Need - Also Called Problems/
Opportunities, Business Requirements
Preliminary Project Scope Stmt Initiating
Project Management Plan Planning
Deliverables Executing
Requested Changes
Implemented change requests
Implemented Corrective
actions
Implemented Preventive actions
Implemented Defect Repair
Work Performance Information
Recommended Corrective actions Monitoring and
Recommended preventive actions Control
Forecasts
Recommended Defect Repair
Requested Changes
Approved Change Requests Monitoring and
Rejected Change Requests Control
Project Management Plan
( Updates) Project Scope
Statement ( updates) Approved
Corrective actions
Approved Preventive actions
Approved defect repair
Validated Defect Repair Deliverables
Administrative Closure Procedure Closing
Contract Closure Procedure
Final Product, Service,
Result Organization
Process Assets ( updates)
Project Scope Management
Area Process Inputs Tools/ Techniques Outputs / Deliverables Process Group Other notes
SCOPE Planning Enterprise Environmental factors Expert Judgment Project Scope Management Planning Process how verification and acceptance
How the Project Scope will Organizational Process Templates, forms, Standards Plan of complete project deliverables will be
be Defined , Verified, Controlled Assets Project Charter obtained. How request for changes to
and how the WBS will be created Preliminary Project detail proj scope stmt will be processed.
and defined. Scope statement
Project Management Plan

SCOPE Definition Organizational Process Assets Product analysis Project Scope statement Planning
Develops detail proj scope stmt Project Charter Alternatives Identification Requested Changes
Preliminary Project Scope stmt Expert Judgment Project Scope mgmt Plan
Approved change requests Stakeholder analysis (Updates)

Create WBS Organizational Process Assets WBS Templates Project Scope statement Planning
Subdivide major proj deliverables Project scope statement Decomposition (Updates)
into smaller and manageable Project scope WBS
components. management plan WBS Dictionary
Approved change requests Scope baseline
Project scope
management plan ( updates)
Requested
changes

Scope Verification Project Scope statement Inspection Accepted Deliverables Monitoring and
Formalizing the acceptance of WBS Dictionary Requested Changes Control
completed Deliverables Project scope management plan Recommended Corrective
Deliverables actions

Scope Control
Controls changes to project scope
Project Scope statement Change Control systems Project scope statement Monitoring and
WBS Variance analysis (Updates) Control
WBS Dictionary Replanning WBS ( Updates)
Project Scope management plan Configuration management system WBS Dictionary (updates)
Performance reports Scope Baseline ( updates)
Approved change requests Requested changes
Work performance information Recommended corrective
actions
Organization Process assets (
updates) Project
Management Plan ( Updates)
Project Time Management
Area Process
Activity Definition
Identifying the
specific schedule activities that
need to be performed to
produce the various project
deliverables
Activity Sequencing
Identifying and
documenting the
dependencies among
schedule activities
Activity Resource
Estimating Estimating factors
the type and quantities of
resources required to perform
each scheduled activity
Activity Duration Estimating Organizational Process Assets
Estimating the number
of work periods that will be statement Activity lists
needed to complete Individual
schedule activities
Schedule Development
Controls changes to
project scope
Schedule Control
Controls changes to project
schedule
Inputs Tools/ Techniques Outputs / Deliverables Process Gro Other notes
Enterprise Environmental Decomposition Activity List Planning Process how
factors Templates Activity Attributes verification and
Organizational Process Assets Rolling wave planning Milestone list acceptance of
Project scope Expert Judgment Requested changes complete project
statement Work Planning Component deliverables will be
breakdown structure WBS obtained. How request
Dictionary Project for changes to detail
Management plan proj scope stmt will be
processed.
Project scope statement Precedence Diagramming method ( PDM) Project schedule network Planning
Activity List Arrow diagramming method (ADM) diagrams
Activity Attributes Schedule Network templates Activity list ( updates)
Milestone list Dependency determination Activity attributes ( updates)
Approved change Applying leads and lags Requested
requests changes
Enterprise Environmental Expert judgment Activity resource requirements Planning
alternate analysis Activity
Organizational Process Assets published estimating data attributes ( updates)
Activity list project management software resource
Activity Bottom up estimating breakdown structure
attributes resource calendars
resource availability (updates)
Project management plan requested changes
Expert judgment Activity Duration estimates Planning
Project scope Analogous estimating Activity attributes ( updates)
Parametric estimating
Activity Three point estimating
attributes Reserve analysis
Activity resource requirements
Resource
calendars
Project management
plan - Risk register
- Activity cost
estimates
Organizational Process assets Schedule Network analysis Project schedule Planning
Critical path method Schedule model data
Project scope statement schedule compression Schedule baseline
Activity list what-If scenario analysis Resource
Activity attributes Resource leveling requirements (updates)
Project schedule network Critical chain method Activity
diagram Project Management attributes (updates) Project
Activity resource software Applying calendars calendar (updates)
requirements resource Adjusting leads and Requested changes
calendars Activity lags Schedule model Project Management plan
duration estimates ( updates)
Project management plan Schedule management plan
( updates) ( updates)
Schedule management plan Progress reporting Schedule model data Monitoring
Schedule baseline Schedule change control ( updates) and Control
Performance reports Performance measurement Schedule baseline (updates)
Approved change Project management software Performance
requests variance analysis measurements
schedule comparison bar Requested changes
charts Recommended corrective
actions
Organizational process assets
(updates)
activity list (updates)
Activity attributes (updates)
Project
management plan (updates)
Project Cost Management
Area Process Inputs Tools/ Techniques Outputs / Deliverables Process Group Other notes
Cost Estimating Enterprise Environmental factors Analogous estimating Activity cost estimates Activity Planning
Organizational Process Assets Determining resource cost rates cost estimate supporting detail
Project scope statement Bottom-up estimating Requested changes
Work breakdown structure Parametric estimating Cost management plan
WBS Dictionary Project Management software
Project Management plan Vendor bid analysis
- Schedule management plan reserve analysis
- staffing Cost of quality
management plan
- Risk register

Cost Budgeting Project scope statement Cost aggregation Cost Base line Planning
WBS Reserve analysis Project funding requirements
WBS dictionary Parametric estimating Cost management plan ( updates)
Actual cost estimates Funding limit reconciliation Requested changes
Actual cost estimate supporting detail
project schedule
Resource calendar
Contract
Cost management plan

Cost Control Cost baseline
Project funding requirements
performance reports
work performance information
Approved change requests
Project management plan
Cost change control system
Performance measurement
analysis
forecasting
Project performance reviews
Project Management software
Variance management
Cost estimates ( updates) Monitoring and Control
Cost baseline ( updates)
Performance measurement
Forecast completion
Requested changes
Recommended corrective actions
Organizational process assets
( Updates)
Project Management plan ( updates)
Project Quality Management
Area Process Inputs Tools/ Techniques Outputs / Deliverables Process Group Other notes
Quality Planning Enterprise Environmental factors Cost benefit analysis Quality Management plan Quality Planning
Organizational Process Benchmarking metrics Quality checklist
Assets Project Design of experiments Process Improvement
scope statement Cost of quality plan Quality baseline
Project Management plan Addln Quality planning tools Project Management plan ( updates)

Quality assurance Quality Management plan Quality Quality planning tools and Requested changes Execution
metrics Process techniques Recommended corrective actions
Improvement plan work Quality audits Organizational
performance information Process analysis processes assets ( updates)
Approved change requests Quality control tools and Project Management plan (
Quality control measurements techniques updates)
Implemented change requests
Implemented corrective actions
Implemented defective repair
Implemented preventive actions

Quality Control Quality Management plan
Quality Metrics
Quality checklists
Organizational process assets
work performance information
Approved change requests
Deliverables
Cause & effect diagram Quality control Measurements Monitoring and
Control charts Validated defect repair Control
Flow charting Quality baseline (updates)
Histogram Recommended corrective action
Pareto chart Recommended preventive actions
Run chart Requested changes
Scatter Diagram Recommended defect repair
statistical sampling Organizational process assets
Inspection ( updates)
Defect repair review Validated deliverables
Project Management plan (updates)
Human Resources Management
Area Process Inputs Tools/ Techniques Outputs / Deliverables Process Group Other notes
HR Planning Enterprise Environmental Organization charts and Roles and responsibilities Planning
factors position descriptions Project organization charts
Organizational Process Networking Staffing Management plan
Assets Organizational theory
Project Management
plan - Activity resource
reqs

Acquire project Team Enterprise Environmental Pre assignment Project Staff assignments Execution
factors Negotiation Resource availability
Organizational Process Acquisition Staffing management plan
Assets Virtual teams
Roles and responsibilities
Project organization charts
Staffing Management plan

Develop project team Project Staff assignments General mgmt skills Team performance Execution
Resource availability Training assessment
Staffing management plan Team building activities
Ground rules
Co-location
Recognition and rewards

Mange project team Organizational process assets Observation and Requested changes Monitoring and
conversation Recommended corrective Control
Project staff assignments Project performance actions
Roles and responsibilities appraisals Recommended preventive
Project organization charts Conflict mgmt actions
Staffing mgmt plan Issue log Organizational process assets
Team performance ( updates)
assessment Project Management plan
Work performance (updates)
information
Performance reports
Communication Management Planning
Area Process Inputs
Communication Enterprise Environmental factors
Planning Organizational Process
Assets Project scope stmt
Project
Management plan
Constraints
Assumptions
Information Commn management plan
distribution
Performance Work performance information
reporting Performance measurements
Forecasted completion
Quality control measurements
Project management plan
-Performance measurement
baseline
approved change requests
Deliverables
Manage stakeholders Commn management plan
Organizational process assets
Tools/ Techniques Outputs / Deliverables Process Group Other notes
Communication requirement analysis Commn management plan Planning
Communications technology
-
-
Communication skills Organizational process (updates) Execution
Information gathering and retrieving Requested
skills changes
Information distribution methods
Lessons learned process
Information presentation tools Performance reports Monitoring and Control
Performance information gathering Forecasts
and compilation Requested changes
Status review meetings Recommended corrective actions
Time reporting systems
Cost reporting systems Organizational process assets
( updates)
Communication methods resolved issues Monitoring and Control
Issue logs Approved change requests
Approved corrective actions
Organizational process Assets
( updates)
Project Management plan
(updates)
Risk Management Planning
Area Process
Risk Mgmt planning
Risk identification
Qualitative risk analysis
Quantitative risk analysis
Risk Response planning
Risk Monitoring and control
Inputs
Enterprise Environmental factors
Organizational Process
Assets Project scope stmt
Project
Management plan
Enterprise Environmental factors
Organizational Process
Assets Project scope stmt
Risk Management plan
Project Management plan
Organizational Process Assets
Project scope stmt
Risk Management plan
Risk register
Organizational Process Assets
Project scope stmt
Risk Management plan
Risk register
Project management plan
- Project schedule management
plan
- Project cost management plan
Risk management plan
Risk register
Risk management plan
Risk register
Approved change requests
work performance information
Performance reports
Tools/ Techniques Outputs / Deliverables Process Group Other notes
Planning meetings and analysis Risk mgmt plan Planning
Documentation reviews Risk register Planning
Information gathering techniques
Checklist analysis
Assumption analysis
Diagramming techniques
Risk probability and impact assessment Risk register (updates) Planning
Probability and impact matrix
Risk data quality assessment
Risk categorization
Risk urgency assessment
Data gathering and representation techniques Risk register (updates) Planning
Qualitative
risk analysis and modeling techniques
Strategies for negative risk or threat Risk register (Updates) Planning
Strategies for positive risk or opportunities Project Management plan
Strategies for both threats and opportunities (updates)
Risk related contractual
agreements
Risk assessment Risk register (updates) Monitoring and Control
Risk audits Requested changes
Variance and trends analysis Recommended corrective
Technical performance measurement actions
Reserve analysis Recommended preventive
Status meetings actions
Organizational process
assets ( updates)
Project Management plan
( updates)
Procurement Management Plan
Area Process Inputs
Plan purchases and Enterprise Environmental factors
acquisition Organizational Process Assets
Project scope stmt
WBS
WBS Dictionary
Project Management plan
- Risk register
Risk related contract agreements
Resource requirements
Project schedule
Activity cost estimates
Cost baseline
Plan contracting Procurement management plan
Contract SOW
Make or Buy Decisions
Project management plan
Risk register
Risk related contract agreements
Resource requirements
Project schedule
Activity cost estimates
Cost baseline
Request for seller responses Organizational process assets
Procurement management plan
Procurement documents
Select sellers Organizational process assets
Procurement management plan
Evaluation Criteria
Procurement document package
Proposals
Qualified sellers list
Project Management plan
- Risk register
- Risk related contract agreements
Contract Administration Contract
Contract Management plan
Selected sellers
Performance reports
Advanced change requests
Work performance information
Contract Closure Procurement management plan
Contract Management plan
Contract Documentation
Contract closure procedure
Tools/ Techniques
Make or buy analysis
Expert judgment
Contract types
Standard forms
Expert judgment
Bidder conferences
Advertising
Develop qualified sellers list
Weighing systems
Independent estimates
Screening system
Contract negotiations
Seller rating systems
Expert judgment
Proposal evaluation techniques
Contract change control systems
Buyer conducted performance review
Inspections and audits
Performance reporting
Payment system
Claims administration
Records management system
Information technology
Procurement audits
Records management system
Outputs / Deliverables Process Group Other notes
Procurement management plan Planning
Contract management plan
Make or Buy decisions
Requested changes
Procurement documents Planning
Evaluation criteria
Contract statement of
work ( updates)
Qualified sellers list Execution
Procurement document package
Proposals
Selected sellers Execution
Contracts
Contract management plan
Resource availability
Procurement management Plan
( updates)
Requested changes
Contract Documentation Monitoring and Control
Requested changes
Recommended corrective actions
Organization Process ( updates)
Project management plan
( updates)
- Procurement management plan
- Contract management plan
Closed contracts Closing
Organizational Process assets
(updates)
1 Develop Project Charter

1 Develop project Charter process is intended to formally authorize new project Or authorizing an ongoing project to continue in next phase
2 Projects must be aligned with organizations strategic plans or objectives
3 The primary deliverable of this process is PROJECT CHARTER
The PROJECT CHARTER is high level document that communicates preliminary project characteristics, authorizes the project and identify /
4 authorize project Manager
The project charter is typically issued by the project initiator or sponsor external to the immediate project organization at a funds providing
5 management level
6 The projects business need should be Cleary defined and during Develop project charter and documented in project charter
7 The project's product / service should be clearly defined during develop project charter process and documented in project charter
8 Chartering a project links the project to the ongoing work at performing organization
9 The project manager should be assigned as early as possible prior to the planning, preferably during project charter development
10 Those decisions made earliest in the project life cycle tend to have greatest overall influence on the project
11 The project charter should be relatively in brief ( wide, Not deep) preferably 1 to 5 pages in length

12 Historical information ( from previous project of similar nature) is considered critical input to many processes, including project charter
Constraints are factors that will limit the project team's options ( such as predetermined budget) and should be initially identified in the
13 project charter
Assumptions are factor that are deemed to be certain. They are important to help the project team get past unknowns. For example if the
project involves an outdoor event, the project may assume the weather will be fine and plan around the assumption. Of course, all
assumptions, include some degree of risk. and they should be validated and elaborated upon as planning progresses. Initial assumptions
14 should be identified in the project charter
Project selection methods( Also called decision models) generally fall into two categories. A benefit measurement methods ( Qualitative
15 Comparative approaches) and B) Mathematical models ( which are quantitative mathematically approaches)
Enterprise environmental factors: are factors that surround and influence the project. Such as company culture, company infrastructure,
16 stds etc
Organizational process assets: are assets that may be drawn from to influence project success, such as company templates, company
17 procedures, historical data, lessons learned, published guidelines etc.
2 Develop Preliminary project scope statement
The develop preliminary project scope stmt process is intended to address and document characteristics and boundaries of the project in
1 preliminary, high level fashion
2 The primary deliverable of this process is PRELIMINARY PROJECT SCOPE STATEMENT
The Preliminary project scope statement is high level document that communicates preliminary project characteristics, provide sufficient
3 details to move the project from Initiating to planning
 The Preliminary project scope statement is developed from information provided in the project charter and by the person of group
4 responsible for initiating the project.
Later in the project life cycle (early in planning) the preliminary project scope statement is further refined by the project manger and team to
5 become project scope statement
6 The preliminary project scope statement should be relatively brief , perhaps 1 - 5 pages in length
Constraints are factors that will limit the project team's options ( such as predetermined budget) and should be initially identified in the
7 preliminary project scope statement
Assumptions are factor that are deemed to be certain. They are important to help the project team get past unknowns. For example if the
project involves an outdoor event, the project may assume the weather will be fine and plan around the assumption. Of course, all
assumptions, include some degree of risk. and they should be validated and elaborated upon as planning progresses. Initial assumptions
8 should be identified in the preliminary project scope statement
Enterprise environmental factors: are factors that surround and influence the project. Such as company culture, company infrastructure,
9 stds etc These factors must be considered in developing the preliminary project scope stmt
Organizational process assets: are assets that may be drawn from to influence project success, such as company templates, company
procedures, historical data, lessons learned, published guidelines etc. These assets must be considered while developing preliminary
10 project scope stmt
3 Scope Planning Process
1 Scope Planning is the most important process in Project management - Projects don’t fail at the end they fail at the beginning
The scope planning process is intended to create Scope management plan. Which describes how the team will define the project scope,
2 develop details project scope statement, how they will define and create WBS, verify project scope and control the scope
3 Primary deliverable of Scope planning is PROJECT SCOPE MANAGEMENT PLAN
4 The project scope management plan may be brief or comprehensive, whichever best suits the size an complexity of the project
5 The project scope management plan will become subsidiary plan to overall project management plan
4 Scope Definition process
1 The scope definition process is intended to create project scope statement
2 Primary deliverable of scope definition phase is PROJECT SCOPE STATEMENT
3 The project scope statement serve to provide common understanding of the project scope among project stakeholders
4 The project scope statement can serve to provide a document basis for making many future project decisions
Benefit cost analysis methodologies can serve as useful tools to employ when considering various alternatives in defining and refining
5 project scope work
6 Alternative identification can serve as useful technique for generating different approaches to execute and perform project work

Stakeholder analysis is an effective technique to determine, analyze, prioritize quantify the needs and expectations of project stake holders.
7 Needs and expectations can then be converted into firm requirements and documented in the project scope statement
5 Creating WBS
1 The Create WBS process is intended to sub divide ( decompose ) major project deliverables into manageable sized components
 2 Effective application of Creates WBS is critical to project success
3 The primary deliverable of Create WBS process is WBS
4 The WBS may be the single most Important project management tool
5 The WBS serves as basis for subsequent planning activities
6 WBS deliverables should be decomposed to a level where aqequate cost and duration estimates are possible
WBS should be sub divided to a level where acceptance criteria can easily be defined and the work can be effectively assigned, managed
7 and measured
8 There is no predefined limits on the number of sublevels in a WBS
9 The WBS has no Time frame. It defines work only
10 Lowest level elements of WBS are termed work packages
11 Work package should require no more than 80 hours.. This is called as 80 hour rule
12 Detailed work package descriptions are often documented and collected to form a WBS dictionary
13 The WBS can serve as excellent communication tool clearly illustrating the total scope of work to stake holders
14 Although there is no time associated with a WBS, the first level of decomposition often somewhat defines the project life cycle
15 The detailed Project scope statement, WBS and WBS dictionary combine to form the project SCOPE BASELINE
6 Activity Definition Process
1 Activity Definition Process is intended to further subdivide WBS work package into manageable sized activities
2 The primary deliverable from activity definition is Activity list
3 The activity list may be viewed as extension of WBS
4 Decomposition is primary methodology used to create activity list
In some project Rollwave planning can be an effective tool to support activity definition. In rollwave planning only near term work is planned
5 in detail.leaving future work summarized with less detail. As future work is draw nearer , detailed planning is performed.
Decomposition in Activity definition differs from decomposition in create WBS in that it is used to further sub divide WBS work packages in to
6 manageable sized activities and final output is described in terms of activities, rather than deliverables
7 Activity Resource estimating process
Activity resource estimating process is intended to determine what physical resources will be needed to perform project activities and when
1 they will be needed
2 Physical resources include people, equipment and materials
3 The primary deliverable of Activity resource estimating process is documented description of resource requirements
Bottomup-estimating generally produces the most confident estimates, but it is more costly and time consuming than its opposite,
analogous estimating, Typically bottom up estimating is performed by developed detailed estimates. For each activity at work package level
4 of WBS. They are then rolled up to derive a project total

5 Identified resource requirements will typically obtained later by applying acquire project team process and/or procurement processes
8 Applying Activity Sequence process
1 The activity sequencing process is intended to identify and document interactivity logical relationships
 2 The primary output of Activity sequence process is PROJECT SCHEDULE NETWORK DIAGRAM
3 The project schedule network diagram becomes input to develop the project schedule
The Project schedule network diagram illustrates all project activities and their predecessor/successor relationships/interdependencies. It
4 also identifies project Critical path and all of the activities on Critical path

5 The Critical path is longest path through a network diagram. It defined the shortest period of time in which project may be completed

6 Network diagram are often referred to as PERT charts ( Inaccurately) A PERT chart is a particular type of ADM network used in past years
7 Network diagram are typically creates using ADM ( Arrow Diagram Method) and Precedence Diagram Method ( PDM) techniques
8 ADM is also referred to as AOA . In AOA diagrams activities are defined using arrows and their dependencies are by nodes
9 PDM is also referred as AON . In AON diagram activities are represented by nodes and dependencies are by using arrows
AOA can show only one type of interdependency Finish-to-Start. AOA diagram sometimes need to include dummy activities to complete
10 the network logic
11 AON diagrams can four interdependency. F-S, S-F, F-F and S-S. Dummies are not needed.
12 A forward pass may be performed to determine Earliest starting time and Earliest finishing time for each activity
13 A Backward pass may be performed to may be determined latest starting time and latest finish times for each activity
Slack ( Also referred to as float, reserve, path float and total float) for anygiven activity may be determined subtracting ES-LS. Activities
14 on Critical path typically have zero slack
15 Subnet ( or fragnet or subnetwork) is subdivision network diagram.
16 Hammock is group of related activities illustrated as a single summary activity
Lead time and lag time allows project team to add realism and flexibility to their schedule. Lead time may be viewed as an overlap between
17 tasks. Lag time is waiting time

9 Activity Duration Estimating

The activity duration estimating process is applied to develop time duration estimates for each identified project activity. These durations will
1 ultimately be used to create project schedule
Care must be taken to differentiate the actual effort time required to perform the work and calendar time required to complete the activity.
2 Some activities may have non-working wait times
Deterministic ( single point) estimates are typically documented with only one value. Probabilistic estimates typically report estimates in
3 terms of probabilities, instead of hard numbers
Estimating should be performed by the person, or group of people, who are more knowledgeable abt the activity, ideally by the person who
4 will be doing the work
Analogous ( top down estimating) estimating typically involves basing an estimate on a known previous activity performed in the past.
They're quick to perform and inexpensive, because no detailed estimating protocols are necessary. But they are least confident, typically
5 proving to have significant margin of error after the fact
6 Three point estimate equation is ( P + M + O ) /3
 Estimates may choose to include reserve time ( also termed as contingency or time buffer) to proportionately compensate for the level of
7 risk associated with the activity
8 Activity duration estimates are typically documented in terms of work units. Work units are determined by project team…
9 Ideally estimated to be reported with in range of 8+ or - 2
10 Cost Estimating
The cost estimating process is applied to develop cost estimates for each identified project activity Costs includes Direct and indirect costs.
1 These estimates are ultimately used create cost base line
Estimating should be performed by the person, or group of people, who are more knowledgeable abt the activity, ideally by the person who
2 will be doing the work
Analogous ( top down estimating) estimating typically involves basing an estimate on a known previous activity performed in the past.
3 They're quick to perform and inexpensive, because no detailed estimating protocols are necessary. But they are least c
Bottom up estimates produce most confident estimates, but is costly and time consuming Typically bottom up estimating is created at WBS
4 level and Roll up to derive project total
5 Cost estimates should be prepared and documented with ranges of possible outcomes instead of inflexible single point values…
6 Cost and price are not the same
7 Order of Magnitude denies the confidence of an estimate -25 to +100
8 Budgetary defines the confidence of an estimate to be -10 to 25
9 Definitive defines the confidence of an estimate to be - 5 to 10
Life cycle costing is an important concept to factor in project planning. It suggests that post project operating costs should be considered
while planning strategies for the project. The intent is to avoid strategies that will lower immediate project costs in such a way that they will
10 increase post project operating costs
In addition to Cost estimates Cost management plan is defined as key output of the cost estimating process. The cost management plan is
11 intended to describe how the cost will be managed across the project
It is helpful to document cost estimates using a coding structure aligned with some selected chart of accounts. Typically the chart of
12 accounts already in use by performing organization
11 Risk Management Planning
1 Project risk is an uncertain event, condition if occurs will have positive or Negative impact on the project
2 Project risks can be positive or negative
3 Negative risks are threats, should be avoided
4 Positive risks are opportunities, should be pursued
5 Project Risk management is closely associated with six process
6 Risk management is applied to decide and document how project risk will be approached and planned
7 The primary deliverable of this process is PROJECT RISK MANAGEMENT PLAN
12 Risk Identification
1 A risk has a cause and if it occurs a consequence
2 Risk identification process is applied to determine which risks may affect the project and document their characteristics
 Identifying risk is a process that should be encouraged frequently through out the project life cycle. In many projects new risks can surface
3 daily
4 General categories: Technically risks, Project Management risks, Organizational risks and external risks
Information gathering techniques used to help identify project risks include: Brian storming, Delphi, interviewing, root cause identification
5 and SWOT analysis
6 Indications that risk has occurred, or is about to occur are termed as triggers /risk symptoms/ warning signs

The primary output of Risk identification process is the Risk register. The risk register is created during risk identification and then be used to
7 capture the outputs of subsequent process. The risk register becomes subsidiary plan for overall project management plan
13 Qualitative Risk analysis process
The Qualitative risk analysis process is applied to asses the impact and likelihood of identifies risks. Identifies the risks that needs further
1 analysis
A probability/Impact ( P - I) risk rating matrix is a tool that combines both risk probability and risk impact into a single score. It is used to help
2 determine qualitative risk rankings
The primary output of Qualitative risk analysis process is new input to the risk register, including lists of risks for additional analysis, a list of
3 prioritized risks, a list of risks requiring near term response, risks grouped by category and more
14 Quantitative Risk Analysis process
The quantitative risk analysis is applied to guide the additional analysis of individual risks, to determine the numerical value of its probability
of occurrence, and the numeric value of consequence on the project objectives. This process is also applied to arrived numerical value for
1 overall project risk

2 Sensitivity analysis is a simple risk analysis technique used to help make decision based on the general risk sensitivity of an organization
Decision tree analysis is a quantitative risk analysis tool that is performed using decision tree diagrams. They illustrate the decision needs
to be considered along with all other implications of choosing various alternatives. Solving a decision tree yields the path with greatest
3 expected value
Simulation is Quantitative risk analysis tool that can produce probability based predictions for many projects parameters. Monte carlo's
4 works by running numerous simulations with project specific information
Expected Monetary values analysis is Quantitative risk analysis tool. EMV is calculated by multiplying value of each possible outcome with
5 its probability of occurrence and adding them all together
The primary output of Quantitative analysis is new updates to risk register, including probabilistic analysis of the project, probability of
6 achieving cost and time objectives. A prioritized list of quantifies risks and more
15 Risk Response Planning
1 Risk response planning is applied to develop options and determine actions to enhance opportunities and reduce threats
2 The primary output of Risk response planning project completed RISK REGISTER
Avoidance is one of strategies for negative risks or threats. Avoidance involves changing project plan and conditions with in the plan to
3 eliminate risk
 4 Transference is one of strategies for negative risks or threats. Transferring the risk to third party… Transferring does not eliminate risk

5 Mitigation is one of strategies for negative risks or threats.. Reducing the probability or impact of the risk to an acceptable thresh hold
Acceptance is a strategy for both threats and opportunities. With active acceptance, a contingency plan is developed in advance to respond
6 to the risk. A passive acceptance, a response actions is developed only if an when a risk occurs
7 Exploit, share and enhance are strategies for positive risks and opportunities
8 Secondary risks are those risks that arise from implementing risk response actions
Residual risks are those risks that are remaining after risk response planning. Residual risks also includes those risks that have been
9 accepted
10 Contingency actions is any planned action to a risk, should it occur
contingency allowance or reserve is cost buffer or time buffer included in project plan to compensate for risk and help reduce the probability
11 of overruns
16 Human resource planning process
The Human resource planning process is applied to develop, document and assign project roles, responsibilities and reporting
1 relationships

2 The primary outputs of HR planning are Staffing management plan, project organization chart and roles & responsibilities assignments'
The staffing management plan describes how/when the project resource will be brought into project and how/when resources will leave thru
3 project. A resource histogram is often used to illustrate some of this information
4 Roles ( who does what) and responsibilities ( who decides what) are often illustrated using RAM -Responsibility Assignment Matrix
A resource histogram illustrates human resource needs as function of time. A RAM illustrates assignments and levels of
authority/responsibility as function of WBS elements. No time associated with RAM. RACI( Responsible, Accountable, Consult, Inform) is
5 type of a RAM
Functionalized organizations typically do not perform much work as cross functional projects. Projects are full responsibility of Functional
6 manager… PM s will have little authority… PMs are often called as Project coordinator or Expeditor
In Matrix organizations projects are typically performed using resources borrowed from functional organizations. PMs share responsibility
7 and authority with Functional managers
In projectized organization, most of the work is performed in projects. PM typically assumes full profit/loss responsibility, authority and staff
8 the project with dedicated human resources
17 Quality Planning
1 The Quality planning process is applied to identify which quality stds are applicable to project, then determine how to satisfy them
2 The primary outputs of Quality planning are QUALITY MANAGEMENT PLAN and PROCESS IMPROVEMENT PLAN
In project management quality means delivering precisely what is promised. When project team delivers on time , with in budget and
3 meeting all scope requirements, then quality has been achieved
4 Quality must be planned-in and NOT inspected-in
 5 Quality and Grade are not same.. Low quality is problem but low grade is not
6 A quality policy is organization's quality commitment. Many times it is documented as part of Quality assurance plan
7 Cost of quality included all costs expended to achieve product quality or service quality objectives
8 Design of experiments is a quality tool/technique that employs statistical methods to analyze tradeoffs
9 Flow charts or system charts show how elements of system relate
Cause effect diagrams/ fish bone diagrams/ Ishikawa diagrams are often used to illustrate different factors are linked to problems,
10 especially helpful in generating ideas and thinking when analyzing quality problems
Benchmarks are established standards or practices that may be used for comparison when project team establishes its standards for
11 measuring project performance
12 ISO 9000 is internationally quality standard used by organizations to ensure adherence to their quality policies
13 Just in Time is the manufacturing management concept / practice of maintaining minimal inventory ( Ideally zero)
14 Quality Metric ( Operational definitions) are the specific parameters a project team selects measuring project performance
Process improvement is any action taken to improve efficiency and effectiveness in project performance, providing increased benefits to
15 project stakeholders
16 Total Quality management(TQM0) is intended to help organizations to achieve quality improvement objective
18 Communications planning
1 Effective communications in Project management is a critical success factor
2 Good PMs spend 90% of their time in communicating
3 The primary output of this process is COMMUNICATIONS MANAGEMENT PLAN
The communication planning determines the communication needs of a project 1 what info is needed 2 when it is needed and how it will be
4 delivered
Communication requirement analysis is formal activity performed to identify project stake holders, determine their needs and expectations,
5 then decide how best to manage their needs and expectations
Communication is a two way activity. Communication is NOT complete until sender confirms the receiver has understood the intended
6 message
7 There are 5 categories of interpersonal communication : Informal verbal, informal written, non verbal, formal verbal, formal written
8 Number of communication is calculated using N ( N-1) /2
19 Plan purchases and acquisitions
The plan purchases and acquisitions is applied to determine what project work will be done using internal resources and what work work will
1 be done using external resources

2 The primary outputs are PROCUREMENT MANAGEMENT PLAN, Make or buy decisions, selection of contract types and contract SOWs
3 The procurement management plan serves to document how all procurement process will be managed across project life cycle

4 The contract Statement of work describes in detail, the complete scope of work expected from the supplier along with applicable terms
 Fixed price contracts/ firm fixed/lumsump contracts requires seller provide all contracted items for one firm price. Fixed price contracts can
5 reduce cost risk to buyer
Time and Material ( T & M) contracts reimburse the seller at an agreed upon rate for each item to be provided. Total cost tobuyer will vary
6 depending on the amount and types of items supplied
Cost reimbursable contracts require the buyer to reimburse the seller for his/her costs plus some agreed upon fee. Total cost to buyer will
7 vary depending on the amount and types of items supplied
20 Plan Contracting
The plan contracting process is applied to develop documents that will be used to support actual Request seller response process later
1 during project execution
2 The primary outputs are PROCUREMENT DOCUMENTS AND EVALUATION CRITERIA
3 Common bid forms include RFP, RFQs and Ibs
4 A detailed SOW should be included in bid packages to communicate the full scope of work to potential sellers
5 Evaluation criteria should be included in bide packages to allow prospective sellers to align their offers with project objectives
21 Cost Budgeting
1 The cost Budgeting process is applied to formally aggregate all cost estimates and cohesive project budget
2 The Primary deliverable of the Cost budgeting process is COST BASE LINE
3 The project budgets reflects cost base line. The project Cost budgets is project's time phased budget
4 The project cost baseline is used to monitor and measure project cost performance across the project
5 Cost baselines are typically illustrated using graphs. Plotted cost baselines usually form S -curve appearance
22 Schedule Development process

1 The schedule development process is applied to determine start and finish dates of activities and to create schedule Management plan
2 Methods used: Critical path method, Critical claim method, What-if scenario analysis and resource leveling
3 Primary deliverable include SCHEDULE MANAGEMENT PLAN and SCHEDULE BASE LINE
4 Methods used to shorten the schedule - Crashing, fast tracking
5 Completed project schedules are typically illustrated using bar charts, mile stone charts and Dated network diagrams
Resource leveling is resource management tool sometimes used level resources across the project schedule, to minimize exaggerated
6 peaks and valleys
7 Heuristic means thumb rule … resource leveling heuristics
8 The schedule management plan serves to document the process to be used to manage schedule
23 Develop Project Management plan

The Develop project management plan process represents the final step in planning process. This process is applied to gather outputs
1 from all other planning processes, all subsidiary plans, then assemble them into a single cohesive document, the project management plan
2 Primary output is PROJECT MANAGEMENT PLAN
 3 The project management plan documents project planning decisions, strategies, alternatives and assumptions.
The project management plan serves as baseline for monitoring and measure project performance during execution, monitoring & Control
4 and closing
5 The project management plan facilitates stakeholder communication during execution, monitoring & Control and closing
6 The project management plan guide all aspects of project through execution, monitoring & control and closing
PMIS may be used to assemble project the project plan. PMIS is any automated system used to disseminate and integrate the outputs from
7 various project management processes
24 Direct and Manage Project Execution
The direct and manage project execution is applied by the project manager an project team to coordinate and direct all the interfaces that
1 exist across the project , in carrying out the project management plan
To successfully execute the project, the project manager and the team should constantly monitor and control performance against baselines
2 so that timely corrective action can be taken
3 The Preliminary deliverables are WORK RESULTS ( Deliverables)
4 Effective use of people skills is essential to achieve success during execution
5 In most projects, majority of the project budget is spent during execution phase
Formal Work authorization systems are helpful to control project work, especially with respect to minimizing unnecessary scope expansion
6 ( scope creep)
7 Sources of conflict ( In rank order) - Schedules, budgets, priorities, HR, technical trade offs, personalities and admin procedures
8 Techniques for conflict resolution: Withdrawal, forcing, smoothing, confronting, collaborating and compromising
9 Items requires Negotiation: HR, Budgets, Schedule, changes, Performance criteria, issues, scope and supplies
10 Negotiation in project typically involve: Functional managers, executive managers, contractors, Other PMs and clients
Sources/ types of leadership power in projects include: Reward power, Punishment power, referent power, expert power, title power,
11 information power, charismatic power, contact power
25 Acquire Project team
1 The acquire project team resources is applied to obtain and assign needed human resources to the project
2 Negotiating with functional mangers and other sources of possible project team members, may be necessary to obtain the people
3 Primary output is PROJECT STAFF ASSIGNMENTS
26 Develop Project Team
1 Develop project team is the process of enhancing the ability of individual team members to enhance overall project performance
2 In some matrix organizations, team development can be extra challenging as team members report to PM and FM
3 Primary deliverable is TEAM PERFORMANCE ASSESSMENT
4 It may be helpful to co-locate the team members

5 A WAR ROOM is sometimes established to serve as temporary office to function as a single working head quarters for the project team
6 Rewards and recognition are management actions intended to encourage desired behavior
7 Content Motivation theories - Maslow's hierarchy of needs, Herzbergs' motivator/hygiene theory
 8 Process Motivation theories - Mcgregor's theory X and Y
27 Performing Quality assurance process
Quality assurance is application of quality activities intended to ensure the project will employ all the processes necessary to satisfy
1 recognized requirements
2 Quality activities should be applied across the entire project life cycle
3 An intended outcome of this process is CONTINUOUS PROCESS IMPROVEMENT
4 Continuous process improvement is called KAIZEN., representing quality philosophy of quality improvements by steps
5 Continuous process improvement is focused on improved project performance not the functionality of the product
6 Project quality management is the responsibility of the project manager
28 Request seller responses
1 Request seller responses is procurement process of obtaining bids and proposals from prospective sellers
2 Primary Deliverable is PROPOSAL SUBMITTED by prospective sellers
29 Select sellers
1 Select sellers is procurement process of evaluating bids and then selecting successful bidders

2 The project manager understand better than anyone how a contract is expected to perform, especially with respect to mitigating risk
3 Objective bid evaluations should be performed determine the successful bidders
4 In large procurements, it may be better to narrow the field to a short list and then enter into more detailed negotiations
5 The PM should play integral role thru out Contract process
6 Primary deliverable is CONTRACT
7 Contracts legally binding docs between buyer and seller. Project team should be aware of contract obligations
8 Contracts may be simple or compels proportion to size and complexity of the project
In large procurements, it may be helpful to develop a dedicated contract management plan which becomes subset of Project management
9 plan
30 Information Distribution
Information distribution is communication process of making project information available to project stakeholders as determined and
1 documented in the project communications plan
2 Communication is not complete until the sender is confident that the receiver understands the information as intended
Orderly record keeping, effective distribution methods, effective retrieval systems and good general communication skills facilitate
3 information distribution
31 Monitoring and control project work
The monitoring and control process is applied to monitor all the processes through initiation, planning, executing, monitoring and control,
1 closing and 2 take /make corrective/ preventive actions
Easnred value management is a key tool used to help measure past/current project performance and provide forecast for the future project
2 performance
 3 Corrective actions are actions required to bring expected future performance into conformance with project management plan
4 Preventive actions are actions required to reduce the probability of negative consequences associated with project risks
32 Integrated change control
1 Integrated change control is the process of effectively managing changes and integrating them appropriately across the project
2 Primary deliverables are APPROVED/REJECTED CHANGE REQUESTS
3 It is PMs responsibility to discourage unnecessary changes
4 when legitimate changes are warranted they should be made in accordance with project's change control system

5 For monitoring and performance purposes the established project base lines should remain unchanged, regardless of project changes
6 Re-base lining is appropriate only in extreme situations
7 Some organizations utilize a change control board (CCB) to evaluate and approve/disapprove project change requests
In some application areas, configurations management is applied to control changes to the product of the project. Configurations
8 management is an especially useful tool when the product of the project is very complex.
33 Scope verification
1 Scope verification is the process of obtaining formal acceptance to the deliverables
2 Primary deliver of this process is ACCEPTED DELIVERABLES
Project deliverable is not complete until it has been formally accepted in writing by individual or group who are authorized to accept the
3 project
Scope verification differs from Quality control… Quality control checks the correctness of work. Scope verification focuses on formal
4 acceptance of the work
34 Quality Control

1 Perform Quality control is the process of monitoring specific project results to ensure they comply with the project quality standards
2 Primary deliverable is VALIDATED DELIVERABLES
Perform quality control monitors both product related deliverables (work packages) and project management deliverables ( cost
3 /schedule/scope performance )
4 Prevention - Keeping errors out of the process; Inspection - Keeping errors out of hands of customer
Attribute sampling - Results are determined as complaint or not complaint, go / non go ; Variables sampling - results are measured on a
5 continuous scale indicating degree of non conformity
6 Special cause - Unusual events; Random causes - normal process variation

7 Tolerances - Results are acceptable if within tolerance ranges ; Control limits -- Results is in-control if it is within specified control limits
Statistical sampling - Qc technique to test a sample number of items from a larger population of items .. It can be effective and reduce
8 overall QC costs

9 Pareto diagram is histogram, applied as QC analysis tool, to help illustrate the frequency of occurrences by category of causes. 80/20 rule.
10 Standard deviation measure to indicate distance from mean… 1 sigma - 68.26, 2 sigma - 95.46, 3 sigma - 99.73, 6 sigma - 99.99
11 Control charts are graphical displays of process results over time
12 Scattered diagrams, run charts, flow charts, Cause and effect diagrams and histograms are commonly used control tools
35 Contract Administration
1 Contract administrations procurement process of ensuring that seller's performance satisfies contractual obligations
2 Involved verifying work results, managing change requests, processing invoices and managing contract administration
3 Some organizations support centralized contract admin else de-centralized contract admin
4 Unnecessary contract changes should be avoided.
5 if a change is needed contracts should go through project change control systems
6 If a contract is well planned and negotiated then the need for changes should be minimized
36 Manage Project Team
The Manage project team process is applied to address performance, behavior, issues and conflicts associated specially with project team
1 members
2 Observation and conversation are key methods to stay in touch with work and attitudes of project team members
3 Successful conflict management results in greater productivity and positive working relationships
37 Schedule control
Schedule control is the process effectively managing changes in project schedule then integrating those changes across the entire project
1 through integrated change control process
2 The primary deliverables are UPDATES TO ALL ASSOCIATED PROJECT PLANS AND DELIVERABLES
3 It is PMs responsibility to discourage unnecessary Schedule changes
4 when legitimate schedule changes are warranted they should be made in accordance with Schedule change control system
For monitoring and performance purposes the established project schedule base lines should remain unchanged, regardless of project
5 changes
6 Re-base lining is appropriate only in extreme situations
7 Some organizations utilize a change control board (CCB) to evaluate and approve/disapprove SCOPE change requests
38 Cost control
COST control is the process effectively managing changes in project budget then integrating those changes across the entire project
1 through integrated change control process
2 It is PMs responsibility to discourage unnecessary Schedule changes
3 when legitimate budget changes are warranted they should be made in accordance with Schedule change control system
Earned value analysis is key tool used to measure project performance. EVA integrates project Cost, scope and schedule to derive
4 management values that accurately access the project progress to date, as well as forecasted future performance
Planned value PV ( also termed as Budgeted cost of work schedule - BCWS) is established base line that indicates the amount of money
5 planned spending to date, at any particular point in time ( regardless of what actual work has been performed)
 Earner value EV ( also termed as budgeted cost of work performed - BCWP) is the established baseline that indicates the amount of money
6 planned for spending on the actual work performed to date, at any particular point in time ( regardless of other planned objectives)
Actual cost Ac ( Actual cost of work performed ACWP) is the amount of money spent on the actual work performed to date , at any particular
7 point in time ( regardless of other planned objectives)
8 Budget at completion ( BAC) is the amount of money planned for spending on the entire project
9 Schedule variance SV = EV - PV ; SV > 0 ahead of schedule; SV <0 behind schedule
10 Cost variance CV = EV - AC; CV > 0 = under budget; CV < 0 Over budget
11 Variance at completion VAC = BAC - EAC ; VAC > 0 Under budget; VAC < 0 Over budget
12 Schedule performance index SPI = EV/PV ; SPI > 1 ahead of schedule; SPI < 1 behind the schedule
13 Cost performance index CPI = EV/AC ; CPI > 1 under budget; CPI < 1 over budget
14 Estimate to completion ; ETC = EAC - AC ; ETC forecasts remaining project costs
15 Cost estimate at completion EAC = BAC/CPI EAC forecasts final project cost total
39 Performance reporting
Performance reporting is communication process of providing stakeholders with project performance information through use of status
1 reporting, Progress reporting and forecasting
Information included in performance reports typically include scope, cost, schedule, quality, risk and procurement.. Current status and
2 forecasted future performance
In some application areas, performance reporting is heavily on earned value analysis, present in the form of bar charts, S-curves,
3 histograms and / or tables
40 Risk monitoring and control
The risk monitoring and control process is applied to 1 monitor identified risks 2. Identify new risks 3. Ensure proper execution of Planned
1 risk responses 4. Evaluate overall effectiveness of the Risk management plan in reducing risk
Workaround or work plans are responses to unanticipated risk events after they occur. Workarounds are for risk events that were not
previously identified and have no advance planned response action. Workaround plans should be documented and incorporated into risk
2 register as soon as they are developed
Risk monitoring is intended a daily, on-going process across the entire project life cycle from project start to finish. Project team members
3 should be vigilant in looking for risk symptoms as well as for new project risks.
41 Manage stakeholders

1 The manage stockholders process is applied to satisfy the needs of project stakeholders and to resolve issues with project stakeholders
Actively managing project stakeholders increases the likelihood that the project will not be negatively impacted by unresolved stakeholder
2 issues
3 An issue log ( Item log) is used to document and monitor the resolution of the issues
42 Scope control
 Scope control is the process effectively managing changes in project scope then integrating those changes across the entire project through
1 integrated change control process
2 The primary deliverables are UPDATES TO ALL ASSOCIATED PROJECT PLANS AND DELIVERABLES
3 It is PMs responsibility to discourage unnecessary changes
4 when legitimate changes are warranted they should be made in accordance with project's SCOPE change control system
For monitoring and performance purposes the established project scope base lines should remain unchanged, regardless of project
5 changes
6 Re-base lining is appropriate only in extreme situations
7 Some organizations utilize a change control board (CCB) to evaluate and approve/disapprove SCOPE change requests
43 Contract closure
1 Contract closure is the procurement process of formally accepting and closing contracted work
2 The primary objective (output ) of contract closure is CLOSED CONTRACTS
Contract closure is performed by verifying that contracted work was completed correctly and contract terms and conditions were satisfied.
3 Formal acceptance is then documented and contract records are archived
4 Contract closure is applied only if services/supplies are contracted/purchased to support the project
44 Close project
1 Close project is the process of formally ending either the project or project phase
2 Closed project documents projects results to formalize the acceptance of product/service/result of the project or project phase
The primary output includes the formally accepted product/service/result of the project, a contract closure procedure and admin closure
3 procedure
Close project is performed by collecting project records, analyzing project performance, analyzing the lessons learned and archiving all
4 project information for future review and use