Knowledge area

Input

T&T

output

process area

Integration

Develop Project charter

Project statement of work, business case, OPA,EEF

Agreements

Expert judgment ; falicitaion technique

Project Charter

Initiation

Integration

develop Project Mngmt plan

Project Charter, outputs from othe processes, EEF,OPA

Expert judgment ; falicitaion technique

Project management plan

Integration

Direct & Manage project work

PM plan, approved change request, EEF and OPA

Expert judgment ;PMIS;meetings

Integration

Monitor and conrtol project work

PM plan;cost forecasts,schedule forecasts;work

performance info;validated changes;EEA;OPA

Expert judgment;PMIS;meetings;analytical judgment

Change request;work performance

reports;Pmplan update;project doc update

Monitor and control

Integration

Perform integrated change control

Pmplan; work performance reports;change

request;OPA.EEF

Expert judgment;meetings;change control tools.

Approved chabge request.Change

log.Pmplan update.Project document
update

Monitor and control

Integration

Close project

PM plam; accepted deliverables;OPA

Expert judgment;meetings;analytical judgment

Final product/service; OPA updates

close

Scope

Plan scope management

PM plan;Project charter; EEA;OPA

Expert judgment ;meetings

Scope management plan; Requirements

management plan

Plan

Scope

collect requirements

Scope management plan; Requiremet mngmt plan;

stake holder management plan;project
charter;stakeholder register

Interviews;focus groups;facilitated worshop;group

decision making;questionaarie and
surveys;observations;prototype;benchmarking

Requirement documents; requirement

rtacebility matrix

Plan

Scope

define scope

scope mngmnt plan; project charter, requirement

documents;OPA

expert judgment;product analysis,alternative

generation;facilitated workshops

Project scope statement; project doc

updates

plan

Scope

create WBS

project scope stetement scope mngmt plan;

requirement docs,EEF,OPA

decopmosition ;Expert judgment

Scope baseline; project documents update

Plan

Validate scope

PM plan ;requirement documentation;

requirementstracebility matrix;work performance
data; verified deliverables

Inspection;group decision making methods

Accepted deliverables;Change
requests;work performance info.project
document updates

Monitor and control

Scope

Control scope

PM plan ;requirement documentation;

requirementstracebility matrix;work performance
data; OPA

Variance analysis

work performance information;change

request;Pmplan update;project doc update;
OPA updates

Monitor and control

Time

Plan schedule management

PM plan;Project charter; EEA;OPA

Expert judgment ;meetings

schedule mngmnt plan

Plan

Time

Define activities

schedule mngmnt plan; scope baseline; EEF;OPA

decomposition; Rolling wave planning; expert

judgement

Activity list;activity attributes;milestone list

Plan

Time

sequence activities

schedule mngmnt plan; OPA;Activity list;activity

attributes;milestone list;project scope statement;EEF

Precedence diagraming method. Dependency

determination;Leads and lags.

Project schedule network diagram;Project

document updates

Plan

Time

estimate activity resources

schedule management plan;activity list;activity

attributes;resource clander;risk rigster;activity cost
estimates;EEF;OPA

Activity resource requirement;resource b/d

structure;project doc update.

Plan

Time

estimate activity durations

schedule management plan;activity list;activity

attributes;resource clander;risk rigster; project scope
statement;EEF;OPA resource b/d structure.activity
resource requirement

activity duration estimate;project doc

updates

Plan

Project schedule;schedule data;project

calandars;PM upadtes;Project doc updates

Plan

work performance information;schedule

forecasts;change request;PM plan
updates;Project document updates,OPA
updates

Monitor and control

Scope

Time

Process

develop schedule

Bottom up estimating; project management

software;expert judgement

paramtric;analogues,three point and group decision

making technique;reserve analysis

schedule management plan; activity list;activity

schedule network analysis;critical path method;critical
attributes,project schedule network diagarams;activity
chain method;resource optimisation
resource requirements;resource calanders;activity
technique;modelling technique;leads nad lags;schedule
duration estimates; project scope statements;resource
compression
b/d structure;project staff assignments

deliverables;change requests;project doc

updates;work performance data

Plan

execute

Time

control schedule

Project management plan;Project schedule;work

performance data;project calandrs;

Performance review;Project management

software;resource optimisation technique;modelling
technique;

Cost

Plan Cost management

PM plan;Project charter; EEA;OPA

Expert judgment ;meetings

cost mngmnt plan

Plan

activity cost estimates;basis of

estimates;project documents updates.

Plan

Cost

Estimate cost

Cost management plan; HR management plan;scope

baseline;project schedule;risk rigister;OPA

Expert judgement,bottom
up,parametric,analogous,three point,reserve
analysis.cost of qulity;project mangment
software,vendor bid analysis;group decision make
techniques

Cost

determine budget

Cost management plan;scope baseline;activity cost

estimates;basis of estimates;resource calenders;Risk
register;agreement;OPA

cost aggression;reserve analysis;expert

judgement;historical info;funding limit reconciliation

cost baseline; project funding

requirement;project document updates

Plan

Cost

control cost

PM plan;project funding requirements;OPA,work

performance data

Earned value measurement;forecasting;to complete

performance index

Work perfomance information;cost

forecasts;change requests;

Monitor and control

Cost/benifi analysis;cost of quality.seven basic

PM plan;stake holder register;risk register;requiremets
tool;benchmarking;design of
documentation;EEF,OPA
experiments;meeting;statisticl sampling

quality management plan;process

improvement plan;quality metricsquality
checklists;project document updates

Quality

Plan quality management

Quality

Perform Quality assurance

Quality

Control Quality

HR

Plan HR management

PM plan; Activity resource requirements:OPA;EEF

HR

Aquire project team

HR management plan;EEF;OPA

HR

Develop team

HR management plan;project staff

assignments;resource clanders

Inter personel skills,team building,training;ground

rules,colocation;recognition and rewards

HR

Manage team

HR management plan;project staff assignments;team

performance assessments,issue logs,work performance
reports,OPA

observation and conversation;project performance

appraisal;conflict management;interpersonal skill

change request; updates of OPA

Pmplan,EEF,project docs

Communication

Plan communication
management

PM plan;Stakeholder rigister,OPA;EEF

Communication model;commnication
methods,communication analysis;communication
technology;meetings

Comm.mangment plan.Project doc updates

Plan

Communication

Manage communications

communication management plan;work performance

reports;EEF;OPA

Communication model;commnication
method;communication technology

Project communication. PM plan update

execute

Communication

Control communications

PM plan;Project comunications,issue log,work

performance data;OPA

Information management system;Expert

judgement;meeting

work perormance info;change request;

(Pmplan+ Proj doc+ OPA)updates

Monitor and control

Risk

Plan Risk management

PM plan; Project charter;Stakeholder rigister,OPA;EEF

analytical technique;expert judgement;meetings

Risk management Plan

Plan

Risk

Identify risk

(risk+cost+schedule+quality+HR)management
plan;Scope baseline ; activity cost estimates ;activity
duration estimates; stakeholder register ;project
documents;procurement documents ;EEF ;OPA

documentaionreviews;information gathering
techniques;checklist analysis;diagramming
analysis;SWOT analysis;expert judgement

Risk Register

Plan

Risk

Perform qualitative risk

analysis

Risk management plan; scope baseline;risk

register;EEF;OPA

Risk probability and impact assessment ;probability and

impact matrix;risk data quality assessment;risk
categorisation;risk urgency assessment;expert
judgement

project document updates

Plan

Risk

perform quantitative risk

analysis

risk management plan; cost management

plan;schedule maangement plan;risk register;EEF;OPA

data gathering and representatio techniques;quantitave

risk analysis and modelling;expert judgement

project document updates

Plan

Risk

Plan risk responses

Risk management plan ; risk register

strategies for negetive risk or threat. Strategies for

positive risk or opportunity;contingency response

project document and PM plan updates

Plan

Risk

Control risk

PM plan; risk register;work performance data;work

performance report

risk assessment; risk audits;variance and trend

analysis;tech performance measurement;reserve
analysis; meeting

work performance info;change request;

project doc update;OPA updates

Monitor and control

Procurement

Plan procurement
management

PM plan;Requirement documentation;risk
register;activity resource requirement;project
schedule;activity cost estimates;stakeholder
register;EEF ;OPA

Procurement

Conduct Procurements

Procurement management plan;Procurement

documents;source selection criteria;seller
propsal;project documents;make or buy
decision;procurement ststement of work;OPA

Procurement

Control procurement

Procurement

close procurement

Stakeholder

Stakeholder

QM plan;Process improvement plan;quality

metrics;project docs

Quality management and conreol tools;quality audits;

process audits

PM plan; quality metrics ; checklist; work performance Seven basic quality tools;inspection;sttistical
data;approved change request;deliverables;OPA
sampling;approved change request review

Expert judgement;meeting;organisation
chart;organisational theory.
Preassignments;negotiation;aquistion;virtual
team;multi criteria decision updates

Make buy analysis; expert judgement;market

research;meetings

bidder conference;proposal evaluation

technique;independent estimates;expert
judgement;analytical techniques;procurement
negotiation

Plan

change requests;PM plan updates;project

docs updates. OPA update

execute

Quality control measuements; validated

changes;validated deliverables;work
performance information;change
requests;PM plan updates;project doc
updates.

Monitor and control

HR management plan

Plan

staff assignments;resouce calnders;PM plan

updates

execute

Team performance assessment. EEF

updates

execute

Procurement management plan;

procurement ststement of
work;procurement documents;source
selection criteria;make -buy deciion;change
request

selected seller;agreements;resource
calendar;change request; Pmplan dand doc
updates

execute

Plan

execute

Procurement mamnagement plan;procurement

documents;agreements;approved change request;work Contract change control system;Procurement
performance review;Inspections and
performancereports and data
audits;Performance reporting;Payment systems;Claims
administrations;Records management system

Work performance information;Change

requests;Project management plan
updates;Project documents
updates;Organizational process assets
updates

PM plan ;Procuerment docs.

Procurement audit;procurement negotiations;record

maangemnt system

closed procurement; OPA updates

close

identify stakeholder

Project Charter;Procurement documents;OPA;EEF

Stakeholder analysis;expert judgement;meeting

stakeholder register

Initiation

plan stakeholder management

Project management plan; stake holder

register;OPA;EEF

stake holder management

plan;procurement docs update.

plan

expert judgement ;meetings ;analytical techniques

Monitor and control

Stakeholder

Stakeholder management plan; Communication

management plan;Change log;OPA

manage stakehoder engagement

control stakeholder engagememgt PM plan ;issue log; work performance data;project

docs.

Stakeholder

Scope Management Plan : How scope is defined

validated controleed;prevent scopec creep,handle
change request

communication methods ;interpersonal skill

;management skill

Issue log; change request; PM plan updat

;Project doc update ;OPA update

execute

expert judgement; meeting; info management system

work performance info;change request;

project doc update;OPA updates

Monitor and control

Ruirementy managmt plan: How requirement documented,managed,analysed. How to process

requirements,address missed requirements;prioritise requirements. Authorisation level

Focus groups: subject matter expert + SH

Collect requirements: What are the requirements to
producing deleiverable-- Quality
Facilated w/s : stakeholder with different perspective
standards/contracts,international regulations,
Brain storming: Building on each others idea
qty,dcoumentation requirements etc
Project Scope statement includes objectives,scope,requirements,boundaries,deliverables,acceptenace
crireria,milestone,assumptions constraints

SCOPe management plan is the primary measn to

understand and manage SH expectations
Requirement Tracebility matrix: : tracks requirements from origin to
deliverables. Requimrnt documents: needs to be
unambigous.consistant ,tracable;acceptable to SH

Grou[ decision making techniques

delphi : anonymous
majority above 50% pluralioty,dictatorship
Product Analysuis:

Alternative generation

WBS: Deliverbale orineted heirarchical decomposition

Work packages are broken down enough too delegate staff usually 8 to 80 hrs

WBS can be a template in OPA

Code of accounts: numbering system to identify WBS components.

A level highrer in work package is control account. One work package

on control account. WBS dictioanry describes schedule
milestones,duration,descriptins. HELPS PREVENT SCOPE CREEP

Scope baselines: Project scope statement+ WBS =WBS dictionary

Roling wave planning: Near term work planned in detail future work planned at higher level
PDM: F-S is th most common

Activity attributes similar to milestones but act atributes may have durations/resource &cost requirements

IF ES & LS are identical project is on critical path

Mile stone list is part of - 1)project plan 2)projecct scope

satement 3) WBS dictionary

Analogous: Top down ;based on previous project of similar nature(expert judgment); used for small projects;scope not known or little known;not accurate
Parametric: : Quantitatively determined; based on some parametres
3 point (PERT)or beta:( P+4M+O)/6

one sigma -68% ;two sigma =95%;3 sigma-99.7;6 sigma- 99.99%

Reserve analysis :To cover the cost at the time of risk

SD =(P-O)/6 : Variance= (P-O/6)2

Crashing: adding resources; Fast tracking: overlapping activities.

Contingency reserve -- for known risk

Project estimates + contingency reserve == coat baseline

One point : expert judgement;highly unreliable

Bottom up :detailed estimate;more accute ,most time consuming

Heistirics: Rule of thumb

3 point (average or triangular) = (P+O+M)/3

Management reserve -- unknown risk.

COST baseline + management reserve = Budget

ROM estimate :-25 to 75

Cost variance (CV)= EV-AC

Planned value(PV) ; AS of today what is the estimated value of work planned to be done

schedule variance(SV) = EV- PV

earned value (EV) : As of today what is the estmated value of work actually accomplished

Cost performance indicator= EV/AC

Actual Cost(AC): As of today what is the actual cost incurred for the work accomplished

CV --- if negetive is over budget ;+ve under budget

Sv == _ve behind schedule

SPI = EV/PV

Budget at Completion (BAC):How much did we budget for the total project effort

CPI == more than one is good

EAC = BAC/CPI

Estimate at completion(EAC) ; what do we currently expect the total prject to cost( a forecast)

SPI == more than one good

EAC= AC + ETC

Estimate to complete(ETC): From this point how much more do we expect to complete

VAC =BAC -EAC

Variance at completion(VAC):As of today how much over or under budget we expect the project

TCPI =(BAC-EV)/(BAC-AC)

Joseph juran -80/20 priciple and fitness for purpose

Edward deming with shezwan : Total Q management and PDCA; 85% quality problem are due to mangement
Phillip crosby : Zero defects;prevention over inspection;comformance to requirements

Quality metrics : mean time of quality failure; usually

have number of inspectio failure. No of items beyond
specifictaion levels

Cost of Quality
cost of Conformance
Preventive cost(to build
a Q product)
Traing; doc process

appraisal cost( to assess Q)

equpmt ;time to do right

destructive test losses

Just in time : Saving time on inverntory and bringing raw mat just in
time

Bench Marking : Cmompared to past activities /standards

bech marking usually done for systems process which

Cost of non conformance

incur high cost, impact on cust satisfaction quality,cycle time..

Design of expreiments: To determine testing approches and their
impact on quality

ext failure cost( failure found by Cust)

internal failure cost(failure found by project)

esting ;insp

definetive estimate :+
or- 10

budget estimate :-10 to 25

Rework ;; scrap

Liabilities; warranty work ;; business loss

Affinity diagram: Like mind mapping; organise thoughts and how to
solve problems

7 Basic Q tools
Cause and Effect /fishbone/ishiqawa diagram : visual display of logically organise root causes.helps stimulate thinking,organise thoughts

Quality checklist ::: is a list of items requires inspections Quality Check

sheet is for gathering data where as checklist is verification with
refence to acceptance criteia

Flow chart: indicates sequence of activities,action times and decision points.

Checksheets: used for gathering data;organising facts;collecting attributing datat during inspections
Pareto chart :80/20 principle distribution arranged in frequency
Histogram : distribution of variables; summarise data collected over a period of time;helps identify the coause by shape and width of distribution
Control charts : Run charts with control limits;common cuases random events.. Special causes -unique evnts.rule of 7
Scatter diagram :for trending..a form of regression analysis
Staffing management plan : Staffing acquisition,release,resource calander,resource histogram,training,rewards,compliance and safety requirements
RACI matrix: Responsible accountable consult and inform

Heirarchy of needs : Personel needs (Psychological> security>social>esteem>self actualisation)

Organisation breakdown structure: Shows responsibility by department

Hazelberg hygine theory : working conditions,satsfying personel life,good relation with boss and co worker.

Resource break down structure :: by type of resources

Expectancy theory: exxtra work will be rewarded;good results will be rewarded

Team performance assessments : assessing team performance against project performance appraisal

Contingency theory: task oriented,relationship oriented

PM authority : Legitimate,reward,expert,referreent(by charisma or likable) penalty.Exper and reward best penlty worst Leadership theory
Tuckmen model : Forming (independent not open),storming (not collaborative),norming (adjusting work habits an
behaviours beginng to trust); performing (functioning well) and adjourning

Theory X : - thinks employees are lazy avoids works and needs constant supervision

Cultural differences should be considered when reward and awrd

Theory Y assumes employees may be ambitious and self-motivated, will perform given the right conditions

Issue Log : is fed from manage stake holder engagement; used to understand wh is responsible for resolving specific
issues.

Theory Z(japanese)increasingloyaltybyprovidingjobforlifewithfocusonwell-beingofemployee(onandoffjob),produceshigh
productivity and morale

Reason for conflicts: schedule ; project priotrity ; resources ;technical opinions ;adminstrative work ;cost ;personality.
Conflict resolution
Collaborative: confronting or problem solving --best option
Compromise :partially resolve ;reconcile; temporary.

Doing what youre fitted for, true to your nature

Force -- Direct
Smooth : accommodate to satisfy both party
Withdrawal : avoid

Respect, fame, recognition, etc

Directing - Leaders define the roles and tasks of the 'follower', and supervise them closely
Coaching - Leaders still define roles and tasks, but seeks ideas and suggestions from the follower

Belonging, friends, love, etc

Supporting - Leaders pass day-to-day decisions, such as task allocation and processes, to the follower
Delegating - Leaders are still involved in decisions and problem-solving, but control is with the follower

Shelter, security, etc

Goal of project integration: coordinate people, product, infrastructure, system (organization, information) together toward accomplishing the project goals
project charter is a several page document including high level information of the project: project background, business case, goals (S.M.A.R.T. specific, measurable, attainable, realistic, time-bound), who is and the authority of the project manager, budget, risk, stakeholders,
deliverables, approval criteria, etc.
signed off by the sponsor (the one who supply the money/resources)
Project management plan

the project management plan is a formal written document on how the project is executed, monitored and closed, including all subsidiary management plans
(scope, requirements, change, configuration, schedule, cost, quality, process improvement, human resource, communication, risk, procurement) and documents (cost baseline,
schedule baseline, scope baseline, performance measurement baseline, cost estimate, schedule, responsibility for each deliverable, staff requirements) and some additional
documents/plans (selected PM processes and level of implementation)
created by PM signed off by destined key stakeholder s(project team, project sponsor,project manager)
configuration management (works with change control management plan), document all change versions of project deliverables and completed project components, PMIS
includes: Configuration Management System (contains the updated deliverable/project specifications and processes) and Change Control System (contains formal documents for
tracking changes)

work authorization system (part of EEF) defines approval levels

needed to issue work authorization (to allocate the work) and is used
to prevent scope creep as formal approval must be sought before work
begins
stakeholder register risk tolerance is part of EEF
Face to face neeting best

validated changes actions taken as a result of the

approved change requests are validated against the original
change requests, to ensure correct implementation

configuration management system contains the most updated version of project documents
Poject selection methods
benefit
measurement/comparat
ive approach

Economic models
constrained
optimisation/mathematical
model)

Murder board

Present value ; net present value ;internal rate of return ;

payback period ; cost benefit analysis

Linear programing

Peer review

Integer programming

scoring models

Dynamic programming

economic models

Multi objective programming

90% of time project manager spends; Affects every part of a project ; Majority of project communication is done in the early stages of the project ; Communications Breakdown (23-27% lost in upward communications)
Meetings - 50% of project managers time

Communication models: three parts .. Sender message and receiver

Formal written : complex problems ,PM plan ,communicating over long distances

Factors like receivers envoirement,culture, language ,expereince effects the receiver decoding message.These types of factors are
called noise ..coz it affects the receivers ability to understand the message

Informal written : Email, hand written notes, text messages ; instant messages.
Formal Verbal : Presentation; speeches

Communication methods;

Informal verbal : Meetings , conversations

Interactive communication : involves two people or more ,one sends others receive and respond.

Effective communication

Communication channels

Non verbal : significant portion is non verbal. body language

N(N-1)/2

Para lingual : pitch and tone of the voice

words ; choice of words form effective

push commucation : one way ..sender sends and dont expect response ..eg status reports
Pull communication : information placed in server for everybody

Performance reporting
staus report ;prgress reporting ;trend report ;forecasting report ; variance repor ;earned value report ; leson learned

What you do with stakeholders throughout the project

Stake holder analysis

Identify all of them

Analysisng their impact and influence throughout the project

Determine their requirement

records from past projects and brainstorming/interviewing

Determine their expectations

Determine their interest
determine their level of influence
Plan how will u manage them
Plan how will u communicate them
Manage their expectation,interest and influence
Communicate with them
Control communication with sh
Fixed price

Cost reimbursable

Issue settle,ments
through claims

buyer pays fixed sum to seller

Negotiation

favourable to buyer

RISK with BUYER

Mideation

firm fixed contracts

outcome may not clear. Need invoice auditing

used for buying expertise not products

arbritation

.price fixed

Cost + fixed fee

litigation

specs known

fee may be % of initial price quoted or final cost

Fixed price incentive

Cost + incentive fee

incentives for faster or better

than contracted

Incentive based on performance

Fixed price economic adjmmt

award soley dependent on buyer and his satifaction

Cost + award fee

Time and materials

Scope not known
for short durations
Force majure : unforeseen accidents
ogiopoly : few sellers
Fait accompli :non negotiable
Bait and switch : providing cheap material specally in fixed
price

factors like raw material,inflation

,envoiremental conditions
used in infrasturcture projects
Procuremet SOQ : is a legal doc
Sellers are external to project team
contract elements : offer ;acceptance ;capacityconsideration,legal purpose

threshold

High level description of acceptance of risk

Measurable axceptance limit for a risk

Risk responses

limit beyond which the risk becomes unacceptable

Mitigate : reduce the probability by making it smaller risk

Risk trigger is an event triggers contingency response

Avoid : eliminate the threat by eliminating the cause

transfer
Exploit : make sure the risk occurs

Residual risk : risk remains after all plans- properly documented and watched

Enhance : increase the likelihood

secondary risk : another risk arise once one risk mitigated. Needds resonse planning for secondary risk

Share
Accept : do nothing..

expected monetory value EMV = P x I

ceiling price - total Price

buyers ratio

Favourable for long term contracts

Risk apetite
Tolerance:

In a fixed price incentive contract in budget

overrun wheen the seller assumes all
additioal cost for delivering is called point of
total assumotion (PTA)

Bidder conference is QA session with biddres

active acceptance-create contingency plan inform SH

passive acceptance : leave as it is and work around

.+ Target cost

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33

34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66

67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99

100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132

133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165