Project Integration Management

Inputs
Develop Project Charter (I)
Project Statement of Work
(Business Need; Product Scope Description; Stategic Plan)
Business Case
(Market demand; Org request; Customer request; Technical advance;
Legal requirement; Ecological impact; Social need)
Contract (Done for external customer)
Enterprise Environment Factors
(Governmental/industrial standard; Org infrastructure; Marketplace
condition)
Organizational Process Assets
(Org Standard processes/policies; Templates; Historical
Information/lesson learned/knowledge base)
Develop Project Management Plan (P) Project Charter
Output from Planning Processes
(From other Knowledge Areas;
scope/time/cost/quality/HR/Communication/Risk/Porcurement)
Enterprise Environement Factors
(Gov/Industry Standards; Project Management Informantion
System(PMIS)/Org Structure and culture/Personnel Administration
like hiring, firing, review etc)
Organization Process Assets
(Standardized Guidelines; PM templates; Change Control Process;
Project files from past projects; Historical information/lesson learned;
Configuation management knowledge base c/ versions and baselines;
project doc)
Direct and Manage Project Execution (E) Project Management Plan
Approved Change Requests
(Feed from Perfrom Ingetraged Chagne Control)
Enterprise Environmental Factors
(Org culture/structure; infrastructure; HR guidelines; stakeholder risk
tolerances; PMIS)
Org Process Assets
(Stand Guidelines; Communication requirements; Issue/defect
procedures; Proecess measurement db; project files; historical
results)
Monitor and Control Project Work (MC) Project Management Plan
Performance Reports (feed from Report Performance)
(Current status; Accomplishments; Scheduled activities; Forecases;
Issues)
Enterprise Environmental Factors
(standards; Company work authorization system; stakeholder risk
tolerances; PMIS)
Org Process Assets
(Org Communication Requirements; Finacial controls procedures;
issue/defect manag procedures; Risk control; process measurement
db; lessons learned db)
Perform Integrated Change Control (MC) Project Management Plan
Work Perfromance Information
(feed from Direct and Manage Project Execution)
Change Requests
(feed from all MC processes - 13 of them)
Enterprise Environmental Factors
Organizational Process Assets
Close Project Or Phase (Close) Project Management Plan
Accepted Deliverables
(Feed from Verify Scope)
Organization Process Assets
Tools and Techniques Outputs
Expert Judgment
(Other units in org; Consultants; Stakeholders including customer & sponsor;
Professional/technical association; industry groups; SMEs; PMO)
Project Charter
(Purpose/justification; Measurable objectives and success criteria; HL
requirments; HL risks; Summery milestone schedule; Summery budget; Approval
requirement; Assigned PM; Name of Sponsor)
Expert Judgment
Project Management Plan
(3 baselines - scope/schedule/cost; 8 subplans plus requirement/process
improvement/change /Configuration management plans)
Expert Judgment
Deliverables
(Unique product/ result/service that must be produced to complete a process,
phase or project)
Project management Information System
(An information system uses to gather, integrate and disseminate the output of
project management processes, support project from initializing thru closing and can
be manual or automated system) Work Perforamnce Informantion (From activities)
Change Requests (can be direct/indirect/externally/internally initiated)
(Corrective action/Preventive action/Defect repair/Updates)
Project Management Plan Updates
Project Document Updates
Expert Judgment Change Requests
Project Mangement Plan Updates
Project Document Updates
Expert Judgment Change Request Status Updates (whether approved or not)
Change Control Meetings Project Management Plan Updates
Project Document Updates (change control log)
Expert Judgment (to ensure all project standards are followed) Final Product, Service, or Result Transition
Organizational Process Assets Updates
(Project files; Project or phase closure documents; Historical Information)
Project Scope Management
Inputs
Collect Requirements (P)
Project Charter
Stakeholder Register
(From Identify Stakeholder)
Contract (Done for external customer)
Define Scope (P) Project Charter
Requirement Documentation
Organization Process Assets
(Standardized Guidelines; Project files from past projects; Historical
information/lesson learned; project doc)
Create WBS (P) Project Scope Statement
Requierment Documentation
Org Process Assets
(Stand Guidelines; Communication requirements; Issue/defect
procedures; Proecess measurement db; project files; historical
results)
Verify Scope (MC) Project Management Plan
Requirement Documenation
(From collect Requirements)
Requirement Traceability Matrix
(From collect Requirements)
Validated Deliverables
(From Quality Control)
Control Scope(MC) Project Management Plan
Work Perfromance Information
(feed from Direct and Manage Project Execution)
Requirement Documenation
(From collect Requirements)
Requirement Traceability Matrix
(From collect Requirements)
Organizational Process Assets
(scope control policy; report method)
Tools and Techniques Outputs
Interviews
Requirements Documentation
(Business need; business&project objective tracebility;Functional requirement
(business process);Non functional requirement(compliance,safty); Quality
requirement; Acceptance criteria; biz rule; impact to other org
areas;support/training; assumption/constraints)
Focus Groups
Requirment Management Plan
(tracking; metric; prioritization; configuration management, etc)
Facilitated Workshops
Requirements Traceability Matrix
(with attributes like: id; description of requirements; owner; source; priority;
versions; status, etc.)
Group Creativity Techniques
(Brainstorming; Nominal group; Delphi; Idea/mind mapping; Affinity Diagram)
Groupt Decision Making Techniques
(Unanimity; Majority; Plurality; Dictatorship)
Questionnaires and Surveys
Observations (Job Shadowing)
Prototypes (tagible and early feedback)
Expert Judgment
Project Scope Statement
(Description; Acceptance criteria; deliverables; exclusions; constraints;
assumptions)
Product Analysis
(product breakdown; system analysis; requirement analysis; systems engineering;
value engineering and value analysis)
Project Document Updates
(stakeholder register; requirement documentation; requirement tracebility matrix)
Alternatives Identification (different approach to perform works)
Facilitated Workshops
Decomposition WBS
WBS Dictionary
(Id, description, responsible org, milestones, actiities, resources, cost, quality,
acceptance criteria, technical reference, contact)
Scope Baseline
(Scope Statement; WBS; WBS dictionary)
Project Document Updates
Inspection (with Customer) Accepted Deliverables
Change requests (failed by customer)
Project Document Updates
(defines product or report status of product completion)
Variance Analysis (against scope baseline) Work Performance Measurements
Org Process Assets Updates
(Causes/variance; Corrective actions/lessons learned)
Change Requests (not meeeting the scope baseline)
Project Management Plan Updates
(scope, schedule baselines update after approved CR)
Project Document Updates
(defines product or report status of product completion)
Project Time Management
Inputs
Define Activities(P)
Scope Baseline
Enterprise Environement Factors (PMIS)
Organization Process Assets
Sequence Activities(P) Activity List
Activity Attributes
Milestone List
Project Scope Statement
(Include product chararistics description affect activity sequencing)
Org Process Assets (scheduling methodology)
Estimate Activity Resources(P) Activity List
Activity Attributes
Resource Calendars
(When and how long resources will be available during the project)
Enterprise Environmental Factor
Organizational Process Assets
Estimate Activity Duration(P) Activity List
Activity Attributes
Activity Resource Requirements (Types and Quantities)
Resource Calendars (From Develop HR Plan, part of Staffing
management Plan)
Project Scope Statement (Assumptions/Constraints)
Enterprise Environment Factor
Organizatonal Process Assets
Develop Schedule(P) Activity List
Activity Attributes
Project Schedule Network Diagrams
Activity Resource Requirements (Types and Quantities)
Resource Calendars
Activity Duration Estimates
Project Scope Statement (Assumptions/Constraints)
Enterprise Environmental Factors
Organizational Process Assets
Control Schedule(MC) Project Management Plan
Project Schedule
Work Perforamnce Information
Organizational Process Assets
Tools and Techniques Outputs
Decomposition Activity List
Rolling Wave Planning Activity Attributes
Templates Milestone List
Expert Judgment
Precedence Diagramming Method (PDM)
(logical relationship: FS/FF/SS/SF) Project Schedule Network Diagrams
Dependency Determination
(Mandatory Dependencies-Hard logic; Discretionary Dependencies-soft, preferred,
preferential logic; External dependencies) Project Document Updates
Applying Leads and Lags
Schedule Network Templates
Expert Judgment Activity Resource Requirements (Types and Quantities)
Alternatives Analysis Resource Breakdown Structure (Resource Category and types)
Published Estimating Data Project Document Updates
Bottom-Up Estimating
Project Management Software
(has the capability to help plan, organize and mange resource pools and develop
resource estimates)
Expert Judgment Activity Duration Estimates (eg 2weeks +- 2 days)
Analogous Estimating (previous similar project; quick and less costly) Project Document Updates
Parametric Estimating
(statistical relationship/ historical data and other variables eg. Sq/ft)
Three-Point Estimates
( PERT with Expected weighted average Te: To+4Tm+Tp)/6 )
Reserve Analysis (with Contingency Reserves/Time buffers)
Schedule Network Analysis
Project Schedule
(Milestone chart: show only start or complate dates; Summary bar chart:
Hammock activity with work packages; Schedule with logical
relationships/network diagram: also called logic bar chart)
Critial Path Method (zero or negative float) Schedule Bseline
Critical Chain Method
(resource -constrained critical path adds duration buffers /feeding buffers in non-
work schedule activities to manage uncertainty) Schedule Data
Resource Leveling
(do it after critical path method to shared limited critial or level over allocated
resources; will change origianl critical path)
Project Document Updates
(activitiy requirement; attributes; Calendar; Risk Register)
What-if Scenario Analysis
(eg Monte Carlo Analysis to caculate possible outcomes)
Applying Leads and Lags
Schedule Compression
(Crashing: add more resources with incresed risk/or cost); Fast Tracking: perform
activities in parallel with incresed risk)
Scheduleing Tool
Performance Reviews (EVM; SV) Work Performance Measurements
Variance Analysis (SV; SPI)
Org Process Assets Updates
(Causes/variance; Corrective actions/lessons learned)
Project Management Software Change Requests (not meeeting the scope baseline)
Resource Leveling Project Management Plan Updates (Baseline)
What-If Scenario Analysis Project Document Updates (schedule, data)
Adjusting Leads and Lagss
Schedule Compression
Scheduleing Tool
Cost management plan is done during dev PM plan Project Cost Management
(Accuracy;Uints;org procedure link (control account); thresholds;Performance measurement rules;Report format; Process description) Inputs
Estimate Costs (P)
Scope Baseline
Project Schedule
Human Resource Plan (rates; rewards)
Risk Register
(negative risk incresed cost and schedule duration)
Enterprise Environmental Factor
Organizational Process Assets
Determine Budget (P) Activity Cost Estimates
Basis of Estimates
Scope Bseline
Project Schedule
Resource Calendars
Contracts
Org Process Assets
Control Costs (MC)
Project Management Plan
(Cost performance baseline: compares with actual result to see if
corrective action is needed; Cost management plan: How cost will be
managed and controlled)
Project Funding Requirements
Work Perfromance Information
Organizational Process Assets
(cost controll policies, tool and reporting tools)
Tools and Techniques Outputs
Expert Judgment Activity Cost Estimates
Analogous Estimating
Basis of Estimates
(how it was developed; assumptions; know constraints; range; confidence level)
Parametric Estimating Project Document Updates
Bottom-Up Estimating
Three-Point Estimates
Reserve Analysis
Cost of Quality (COQ)-avoid failure/mitigate failure
Project Management Estimating Software
Vendor Bid Analysis
Cost Aggregation Cost Performance Baseline (time -phased budget at completion form of S-curve.)
Reserve Analysis
(Management Reserve is not part of the Cost Basline but can be included in the total
Budget of the project) Project Funding Requirements
Expert Judgment Project Document Updates (Risk Register; Cost estimate; Project Schedule)
Historical Relationships (parametric/analogous estimates)
Funding Limit Reconciliation
(Variance between funding limit and plan expenditures means works will need to
move, which might affect project schedule)
Earned Value Management
(CV = EV-AC; CPI = EV/AC' SV = EV-PV; SPI = EV/PV)
Work Performance Measurements
(caculated CV, CPI, SV, SPI for workpackages and control accounts are
decumented and communciated to Stakeholders)
Forecasting
(EAC = AC + re-estimating ETC; AC + BAC - EV; BAC/cumulative CPI; AC + [(BAC-
EV)/(cCPI x cSPI)] Budget Forecasts (EAC, ETA)
To-Complete Perfomance Index
(TCPI = (BAC- EV )/(BAC-AC); (BAC-EV)/(EAC -AC). > 1, need to perform in better
cost perfromance level (not good) Org Process Assets Updates (Cause of variance; lesson learned)
Performance Reviews (Variance, Trend and EV performance analysis) Change Requests
Variance Analysis (CV; CPI: Variance of completion: BAC-EAC) Project Management Plan Updatess (Cost perfornace baseline)
Project Management Software Project Document Updates (cost estimates; basis of estimates)
Customer Satisfaction; Prevention over Instpection Project Quality Management
Cuontinuous improvement; Management Responsibility Inputs
Plan Quality (P)
Scope Baseline
Stakeholder Register (stakeholder's interest, impact)
Cost Performance Baseline
Schedule Baseline
Risk Register (threat/impact that influces quality)
Enterprise Environmental Factor
Organizational Process Assets
Perform Quality Assurance (E)
Project Management Plan (use for all processes improving;
(Quality management plan; Process improvement plan)
Quality Metrics
Work Performance Information
Quality Control Measurements
(From Quality Contol activities)
Perform Quality Control (MC)
Project Management Plan
(Quality management plan)
Quality Metrics
Quality Checklists
Work Performance Measurements
-control time, scope, cost outputs
Apporoved Change Requests
(Verify the timely implementation of approved CR)
(From Perfrom Intergration Change Control)
Deliverables
(From Direct and Manage Project Execution)
Org Process Assets
(Quality standards and policies; Standard work guidelines; Issue and
defect reporting procedures and communciaton policies)
Tools and Techniques Outputs
Cost-Benefit Analysis (Trade off decision) Quality Management Plan
Cost of Quality (COQ)
(Conformance: to avoid failures; Nonconformance: because of failures) Quality Metrics (attiibute to how the qulity control process will measure)
Control Charts
(whether or not a process is stable and with preditable performance) Quality Checklists (uses in quality control process)
Benchmarking
(compare actual or planned projects for best practices or basis of measurement)
Process Improvement Plan
(boundaries; configuration; metrics; targets for improved performance)
Design of Experiments
(decide which factors may influence the product or processes; optimize
products/processes)
Project Document Updates
(stakeholder register; responsibility assignment matrix)
Statistical Sampling (chose part of the population for inspection)
Flowcharting (help anticipate quality problems by mapping the processes)
Quality Management Metodologies (Six Sigma, CMMI, etc)
Additional quality Planning Tools
(Brainstorming; Affinity Diagrams; Force Field Analysis; Nominal Group; Matrix
Diagrams; Prioritization Matrices)
Plan Quality and Perform Quality Control Tools and Techniques Organizational Process Assets Updates (Quality Standard)
Quality Audits
(sturcutrue review performed by independent consultant or departmert other than
project team to identify shortcoming in carry out quality procedures or processes.
Can confirm implementation of approved change requests) Change Requests
Process Analysis
(follows what outlined in process improvement plan to identify needed process
improvement. Can identity non-value added process. Also use for root cause
analysis) Project Management Plan Updates (Cost, Schedule, quality M. Plans)
Project Document Updates (Audit report; training plan)
Cause and Effect Diagrams (Ishikawa /Fishbone Diagrams; root cause) Quality Control Measurements (Results of QC)
Control Chart
(Seven consecutive points above of below the central line means out of control;
control limit is around +-3sigma) Validated Changes
Flowcharting Validated Deliverables
Histogram
(How often a particular variable state occurred; find most common
causes/problem/process; STD/1 sigma: 68.25; 2 sigma: 95.46; 3 sigma: 97.73; 6
sigma: 99.99985) Org Process Assets Updates (completed checklist; lessons learned)
Pareto Chart
(Histogram ordered by frequency of occurrence; gives 20/80 priciple- 80% problems
from 20% causes) Change Requests
Project Management Software
Project Management Plan Updates
(Quality m plan; Process improvement plan)
Run Chart
(To spot trend ; to forecase future outcome based on historical results; monitoring
technical,cost and schedule performance) Project Document Updates (quality standard)
Scatter Diagram
(relationship between two variables)
Statistical Sampling
Inspection
Apprved Change Requests Review (make sure implemented correctly)
Project Human Resource Management
Inputs
Develop Human Resource Plan (P)
Activity Resource Requirements
(From Estimate Activity resources)
Enterprise Environmental Factors
(Org Culture/structure; Existing HR; Personnel admin policies;
Marketplace condition)
Organizational Process Assets
(Org Standard processes/policies; Templates; Historical
Information/lesson learned/knowledge base)
Acquire Project Team (E) Project Management Plan
Enterprise Environmental Factors
(Org Culture/structure; Existing HR; Personnel admin policies;
Location)
Organizational Process Assets
(Org Standard processes/policies; Templates; Historical
Information/lesson learned/knowledge base)
Develop Project Team (E) Project Staff Assignments
Project Management Plan
Resource Calendars
Manage Project Team (E) Project Staff Assignments
Project Management Plan
Team Performance Assessment (Team's effectiveness)
Performance Reports
(From Report Performance)
(areas in shedule/cost/quality/scope control and forecast to assit in
future HR requirement and recognition/reward)
Organizational Process Assets
(Certification of appreciation; Newsletters; Websites; Bounus
structure; Corporate apparel; org Perquisites)
Tools and Techniques Outputs
Org Charts and Position Description
(Hierarchical type; Matrix based; Text oriented)
Human Resource Plan
(Roles/responsibilities: role/auathority/reponsibility/competency; Project org
chart; Staffing management plan: staff acquisition/resource calendars/staff
release plan/training needs/recognition and rewards/compliance/safty)
Networking (to understand impact to staffing options)
Organizational Theory (the way people, teams and org units behave)
Pre-Assignment Project Staff Assignments
Negotiantion Resource Calendars
Acquistion Project Management Plan updates
Virtual Teams
Interpersonal Skills
(soft skill - empathy, influence; creativity; group facilitation) Team Performance Assessment (Team's effectiveness)
Project management Information System
Enterprise Environmental Factors Updates
(personnel administration; training records; skill assessment)
Training
Team - Building Activies
(Five stages team development -
Forming/Storming/Norming/Performing/Adjourning)
Ground Rules
(clear expectation regarding acceptable behavior of team members)
Co-location
Recognition and Rewards
Observation and Conversation (works and attitudes) Enterprise Environmental Factors Updates (apprasals; skills)
Project Performance Appraisals
(clarification of R/R; Constructive Feedback to team member (individual)) Organization Assets Updates (lesson learned)
Conflict Management
(source: scarce resources/scheduleing priority/personal work styles. Address early
and focus on issue and present)
(Techniquies: Withdrawing/avoiding; Smoothing/Accommodating; Comprimising;
Forcing; Collaborating; Confronting/Problem Solving) Change Requests (Staff changes)
Issue Log Project Management Plan Updates (staff management plan)
Interpersonal Skills
(Leadership; Influencing: Effective decision making)
Project Communications Management
Inputs
Identify Stakeholders (I)
Project Charter
(find who will be impacted by project)
Procuement Document
(Find customers; sellers; suppliers)
Enterprise Environment Factors
(Governmental/industrial standard; Org culture/structure)
Organizational Process Assets
(Templates; Historical Information/lesson learned/Stakeholder
Register knowledge base)
Plan Communication (P) Stakeholder Register
Stakeholder Management Strategy
Enterprise Environement Factors
(Gov/Industry Standards; Project Management Informantion
System(PMIS)/Org Structure and culture)
Organization Process Assets
(Standardized Guidelines; PM templates; Change Control Process;
Project files from past projects; Historical information/lesson learned;
Configuation management knowledge base c/ versions and baselines;
project doc)
Distribute Information (E) Project Management Plan
Performance Reports (Precise and current)
Org Process Assets
(Stand Guidelines; Communication requirements; Issue/defect
procedures; Proecess measurement db; project files; historical
results)
Manage Stakeholder Expectations (E) Stakeholder Register
Stakeholder Management Strategy
Project Management Plan (Communciation management Plan)
Issue Log
Change Log
Org Process Assets
(Org Communication Requirements; issue/defect manag procedures;
Change control; procedures; Historical project information)
Report Performances(MC) Project Management Plan
Work Perfromance Information
(feed from Direct and Manage Project Execution)
Work Performance Measurements
(feed from control scope/schedule/costs)
Budget Forecasts
(From Control Cost)
Organizational Process Assets
Communication Dimension
(Internal - with peer/ external - with
customer; Formal - reports, memos/
internal - email. Ac hoc conversation;
Vertical - up, down in org/horizontal - with
peer; official/unofficial; Written/oral;
Verbal/Non-verbal-body language. voice
tones)
Communicatiaon Skills
(Listening actively/effectively;
Questioning/probing ideas to ensure
undrstanding; educating/increase team's
knowledge; fact finding/confirm
information; setting/managing
expectiations; persuading person/org to
perfom actions; Negotiating to achive
mutually agreements; Resolving conflict;
Summearizing/recapping/id next step)
Tools and Techniques Outputs
Stakeholder Analysis
(Interview stakeholders to find their interest/influence; Established stakeholders'
impact responding grid
Stakeholder Register
(ID; Assessment; Classification)
Expert Judgment
Stakeholder Mangement Strategy
(use a stakeholder analysis matrix to record judgment)
Commnication Requirement Analysis
(determine what stakeholders need); Communication Channels cal: N(N-1)/2; N=
stakeholders
Communications Management Plan
(C.requirements; Information; Reason; Time&frequency; R/R; Methods; Resources
doing it; Escalation process; Method for updating C M Plan, flow chart for C flow; C
constraints)
Communication Technology
(Urgency of the need/Availability of tech/ expected project staffing to use/Duration
of the project matching with tech avil/Project Environment - f2f or virtual) Project Document Updates
Communication Models
(Encode/Message and feedback Message/Medium/Noise/Decode)
Communication Methods
(Interactive (2 or more) - meetings, phone calls, video conf/ Push (specific
recipients) - lettters, memos. Reprots, emails, faxes, press releases/ Pull (very large
information and audiences) - instranet sites, e-learning, knowledge base repository)
Communication Methods
Organizational Process Assets Updates
(Notifications; reports; presentations; records; feedbacks; lessons learned doc)
Information Distrubution Tools
Communication Methods
Organizational Process Assets Updates
(Causes of issue; Reson for corrective action chosen; Lessons learned from
managing stakeholder expectations)
Interpersonal Skills
(Building Trust; Resolving Conflict; Active Listening/ Overcoming resistance to
change) Change Requests
Management Skills
(Presentation skills; Negotiating; Writing skills; Public Speaking) Project Management Plan Updates
Project Document Update (strategy; register; issue log)
Variance Analysis
Performance Reports
(Bar chart, S-curves, histograms, tables, Variance analysis, EV analysis and forecast
data)
Forecasting Methods
(Time Series-use historical data like EV, extrapolation, linear prediction, trend,
growth curve; Causal/econometric - use assumption like regression and
econometrics; Judgmental - use intuitive opinions and probability estimates like
composite forecasts, surveys, Delphi, scenario building, tech forecasting, forecast by
analogy; Others - like simulation) Oganization Process Assets Updates
Communciation Methods Chage Requests
Reporting Systems
Project Risk is always in the "future" Project Risk Management
one or many causes to one or many impacts Inputs
Plan Risk Management (P)
Project Scope Statement
(Establish how significant the risk manangement effort may become)
Cost Management Plan
(How risk budgets, contingencies and management reserves will be
reported and accessed)
Schedule Management Plan (How schedule contingencies will be
reported and accessed)
Communications Management Plan
(Who will be available to share information on various risks and
responds/frequency)
Enterprise Environment Factors
(Org risk attitude, tolerances)
Organizational Process Assets
(Risk categories, definitions/terms, statement formats, teamplates,
R/R, authority for decision making, lessons learned, stakeholder
registers)
Identify Risks (P) Risk Management Plan
Activity Cost Estimates (Range estimated, might be insufficient)
Activity Duration Estimates (Range = risk)
Scope Baseline (WBS helps track risks)
Stakeholder Rigister (soliciting inputs for ID risks)
Cost Managemetn Plan
(how risk can be generated/alleviated with project funds)
Schedule Management Plan (how risk can be generated/alleviated
with project schedule)
Quality Management Plan (how how risk can be generated/alleviated
with project quality planning)
Project Documents
(Assumptions log, work performance reports, EV reports, Network
diagrams, Baselines, etc.)
Enterprise Environement Factors
(Published commercial db, Academic studies, Published checklists,
Benchmarking, Industry studies, Risk attitudes)
Organization Process Assets
(Project files; org project process controls; Risk statement templates;
Lessons learned)
Perform Qualitative Risk Analysis (P) Risk Register (Risks to be analyzed)
Risk Management Plan
Project Scope Statement
(State-of-the-art, first-of-the kind technologies or complex project
have hihger risks)
Org Process Assets
(Information from prior project; studies of similar project by
specialist; Risk db from indstry or proprietary source)
Perform Quantitative Risk Analysis (P) Risk Register
Risk Manaagement Plan
Cost Management Plan
Schedule Management Plan
Org Process Assets
(Information from prior project; studies of similar project by
specialist; Risk db from indstry or proprietary source)
Plan Risk Responds (P) Risk Register
Risk Management Plan
Monitor and Control Risks (MC) Risk Register
Project Management Plan
Work Performance information
(Deliverable status, Schedule progress, Costs incurred)
Performance Reports
(variance, earned value data, forecasts)
Tools and Techniques Outputs
Planning meeting and Analysis
(PM, selected project team memebers and stakehoders who with responsibitity to
manage the risk planning, in meeting develop risk management plan)
Risk Management Plan
(Methodology; Role and responsibility; Budgeting; Timing; Risk categories -
structured into Risk Breakdown Structure (RBS); Definitions of risk probability
and impact; Probability and impact matrix; Revised stakeholders' tolerances;
Reporting formats; Tracking)
Documentation Reviews (review project files to find risks)
Risk Register
(List of identified risks; List of potential responses)
Information Gathering Techniques
(Brainstorming; Delphi technique; Interviewing; Root cause analysis)
Checklist Analysis (could use lowest level of th RBS; reviewed at closure)
Assumptions Analysis (false assumptions = Risks)
Diagramming Techniques
(Cause and effect diagrams(Ishikawa/fishbone); System or process flow chart;
Influence diagrams)
SWOT Analysis
(exam project from strenghts, weaknesses, opportunities and threats prospective)
Expert judgment
Risk Probability and Impact Assessment (in meeting or in interview)
Risk Register Updates
(Relative ranking or priority list of project risks; Risks grouped by categories;
Causes of risk or project areas reguiring particular attention; List or risks requiring
response in the near-term; List of risks for additional analysis and response;
Watchlists or low-priority risks; Trends in qualitative risk analysis results)
Probability and impact Matrix
(gives rating so risks can be prioritized for responds)
Risk Data Quality Assessment (accurate and unbiased data)
Risk Categorization
Risk Urgency Assessment
Expert Judgment
Data Gathering and Representation Techniques
( Interviewing; Probability distributions - bar chart, Normal, Uniform, Beta,
Triangular, Lognormal distributions=> x axes with time or cost, Y axes with
likelihood.)
Risk Register Updates
(Probabilistic analysis of the project to adjust risk toleances of stkeholder to
permit contingency reserves on cost or time; Probability of achieving cost and
time objectibves; prioritized list of quantified risks; Trends in quantitatibe risk
analysis results)
Quantitative Risk Analysis and Modeling Techniques
(- Senesitivity Analysis: determine which risks have the most potential impact on the
project/Tornado diagram, which comparing relative importance and impact of
variables that have high degree of uncertainty to those that are more statble.
- Expected monetary value analysis (EMV): requires risk neutral assumption
caculated by multiplying the value of each possible outcome by its probability
ofoccurrence and add them together. Common use type - Decision Tree Diagram
with Decision nodes (costs) and chance nodes (Scenerio probablilities with EMV
outputs)
Modeling and Simulation
(Monte Carlo Technique to input costs/or schedules to caculate probabilities of
risks)
Expert Judgment
Strategies for Negative Risks or Threats
(Avoid - eliminate the threat entirely; Transfer - shifting some or all of the negative
impact to a thrid party with finacial payment to the 3rd party; Mitigate - reduction in
the probability and impact of adverse risk to be within acceptable threshold limit.
Respond early is good for mitigation; Accept - passive acceptance requires not
action except document the strategy, active acceptance is to establish a contingency
reserve for time/money/resources)
Risk Register Updates
(Risk descriptions, owners, outputs from analysis, agreed response strategies,
Actions, Triggers/warning signs of risks' occurrence, Budgtet/schedule activities to
implement responds, Contigency plans, Fallback Plans if responds inadequates,
Residual risks, Secondary risks after implementing a risk respond, Contingency
reserves needed based on proejct and org risk thresholds)
Strategies for Positive Risks or Opportunities
(Exploit - ensureing the opportunity definitely happens, like assigning an most
talented resources to the project; Share - allocating some or all of the ownership of
the oppourtunity to a thrid party, like forming risk-sharing partnership; Enhance -
maximizing key drivers of these positive impact risks , like adding more resource to
an activity to finish early; Accept - not actively pursuing it but accept it when it
comes along.) Risk-Related Contract Decisions
Contigent Response Strategies
(use only if certain events occcur. There are events or warning signs to trigger the
contingency respone, such as missing intermediate milestones..)
Project Management Plan Updates
(updates to Schedule/cost/qulity/procurement/HR management Plans; WBS,
Schedule baseline, cost performance baseline)
Expert Judgment
Project Document Updates
(Assumptions log updates; Technical documentation updates)
Risk Reassessment
(on a regular look-out for new risks and close out old one)
Risk Register Updates
(Outcomes of risk reassessments, audits and reviews; Actual outcomes of the
project's risks and of the risk response)
Risk Audits
(examine the effectiveness of risk response and risk management process)
Organizational Process Assets Updates
(Template for risk M plan, RBS, Lessons learned)
Variance and Trend Analysis (Planned v.s actual results)
Change Requests
(Recommended corrective actions include contingency plans and workarounds;
Recommended preventive actions)
Technical Performance Measurement
(weight, transaction times, numbers of defects, storage capacity, etc) Project Management Plan Updates
Reserve Analysis
(compare the amount of the contigency reserves remaining to the amount of risk
remaining to determine if reserve is adequate) Project Document Updates
Status Meetings
A Contract represents a mutually binding agreement that obligates the seller to provide the sprecified products/servers/results Project Procurement Management
Inputs
Plan Procurements (P) Scope Baseline (WBS, WBS dictionary, scope statement)
Requirements Documentation (Project's or Contract's)
Teaming Agreements (legal contractual agreements in two parties)
Risk Register
Risk-Related Contract Decisions (insurance, bonding etc.)
Activity Resource Requirements
Project Schedule
Activity Cost Estimates
Cost Performance Baseline
Enterprise Environment Factors
(Marketplace conditions; proudcts or services available in the
marketplace; suppliers and its reputation, terms and conditions;
Unique local requirement)
Organizational Process Assets
(Formal procurement policies, procedures and guidelines;
Management systems in developing the procurement M plan and
type of contract; established multi-tier supplier system of pre-
qualified sellers from past experiences)
Conduct Procurement (E) Project Management Plan (how to manage procurement)
Procurement Documents
Source Selection Criteria
(capabilities, capacity, cost, expertiese, etc.)
Qualified Seller List (pre-screened)
Seller Proposals
(in repsonse to procurement document package. Use for selection)
Project Documents
(Risk register; Risk-related contract decisions)
Make-or-buy Decisions
Teaming Agreements
Organization Process Assets
(List of previously qualified sellers; Information on relevant past
experience with seller - good or bad)
Administer Procurements (MC) Procurement Documents (Cotnract award record; SOW)
Risk Management Plan
Contract
Performance Reports
(Seller-developed technical documentation and deliverable doc;
Seller performance reports)
Approved Change Requests
Work Performance Information
Close Procurements (Close) Project Management Plan
Procurement Documentation
Tools and Techniques Outputs
Make-or-buy Analysis
Procuement Management Plan
(Type of contract, Risk, need independent estimate or not, Standardized
procurement doc, managing multiple suppliers, cooridnating,
constraints/assumptions, handle lead time, make or buy decidion, requirements
for insurances, establish WBS procument activities, forms, metrics)
Expert Judgment Procurement Statements of Work (SOW)
Contract Types
(Fixed-price contracts (risks on seller, product/server must precisely specify): Firm
Fixed Price (FFP), Fiexed Price Incentive Fee (FPIF), Fixed Price with Econmic price
adjustment (FP-EPA).
Cost-reimbursable contracts (risk on buyer, scope of work can't be precisely defined
at the start): Cost Plus Fixed Fee (CPFF), Cost Plus Incentive Fee (CPIF), Cost Plus
Award Fee (APAF)
Time and Material Contracts (T&M) (hybrid type, scope of work cannot be quickly
prescribed): Use mostly for staff augmentation, most org puts not-to0exceed values
and time limits. Has parameters as units specified in contract.) Make-or-buy Decisions
Procurement Documents
(Request for information(RFI), invitation for bid (IFB), request for proposal (RFP),
request for Quotation (RFQ), Tender notice, Invitation for negotiation, invitation
for seller's intial response.)
Source Selection Criteria
(Understanding of need; Overall or life-cycle cost; Technical capability; Risk;
Mangement approach; Technical approach; Warranty; Financial capacity;
Production capacity and interest; Business size and type; Past perfromance of
sellers; References; Intellectual property rights; Proprietary rights)
Change Requests
Bidder Conference
(ensure no bidders receive preferential treatment. All Q/A documented as
procurement doc ammendments) Selected Sellers
Proposal Evalutation Techniques
(for complex procurements, based on sellers' respond to buyer's pre-defined
weighted criteria)
Procurement Contract Award
(SOW and deliverables; Schedule baseline; Performance reporting; period of
performance; R&R; Seller's place of performance; Pricing; Payment terms; Place of
delivery; Inspection and acceptance criteria; Warranty; Product support;
Limitation of liability; Fees and retainage; Penalties; Incentives; Insurance and
performance bonds; Subordinate subcontractor approvals; Chagne request
handling; Temination and alternative dispute resolution(ADR) mechanisms)
Expert judgment Resource Calendars
Advertising Change Requests
Internet Search (for commodities, components and off-the-shelf items)
Project Management Plan Updates
(Cost, Scope, Schedule baselines and Procurement management plan)
Procurement Negotiations (PM might not do it but need to provide information;
Strike for fair and balance price for both sides) Project Document Updates
Contract Change Control System
(paperwork, tracking, dispute resolution precedures)
Procurement Documentation
(contract with all supporting schedules, requested approved/upapproved contract
change requests, work performance inforomation, payment records, etc.)
Procurement Performance Reviews
(A structured review of the seller's progress to delivery proejct scope and quality as
compare to the contract)
OrganizationalProcess Assets Updates
(Correspondence; Payment Schedules and requests; Seller performance
evaluation documentation)
Inspections and Audits
(required by the buyer can done during execution of the project) Change Requests
Performance Reporting
(provides management how effective the sellers achive contract objectives) Project Managemetn Plan Updates (baselines, plan)
Payment Systems
Claims administration (when both sides disagreed)
Record Management System
(part of project management information system)
Procurement Audits
( Structured review of the procurement processes for preparation of other
procurement contracts - Lesson Learned.)
Cosed Procurements
(buyer provides seller with formal written notice the contract has been
completed)
Negotiated Settlements
(direct negotiation is primary method to settle dispute; then use mediation or
arbitration; when all else fails, litigtion in the courts is the last desireble option)
Organizational Process Assets Updates
(Procurement file; Deliverable acceptance; Lessons learned documentation)
Record Management System
Interpersonal Skills
Leadership
(Focusing the effors to a group of people
toward a common goal and enabling them
to work as a team; has the ability to get
thigs done through others)
Tema Building
(Consist of tasks: establish goals, define and
negotiate rles and procedures; and process:
Interpersonal behavior with emphasis on
communciation, conflict managemetn, motivation
and leadership)
Influencing
(Lead by examples and follow thru
w/commitment; Clarify how decisions will
be made; Use flexible interpersonal style
and adjust to the audience; Apply power
skillfully/carefully and think long term
collaboration)
Decision Making
(1. Problem Definition; 2. Problem Solution
Generation; 3. Idea to Action; 4. Solution Action
Planning; 5. Solution Evalution Planning; 6.
Evaluation of the Outcome and Process)
Motivation
(Creating an environment to meet project
objectives while offering maximum self-satisfaction
related to what people value most)
Communication
(PM should be aware the communication styles
of other parties, cultural issues, relationships,
personalities and overall context of the situation.
Identify various communication channels,
understand information needed to
provide/receive with statkeholders to
communciate effectively.)
Political and Cltural Awareness
(An effective way to mange this cultural diversity is
through getting to know the various team members
and the use of good communciation planning as
part of the overall project plan)
Negotiation
(Analyze the situation; Differentiate between
wants and needs - both parties; Focus on
interests and issues rather than on positions; Ask
high and offer low, but be realistic; When you
make a concession, act as if you are yielding
something of value, don't just give in; Always
make sure both parties feel as if they have won.
A win-win negotiating, Never let other party
leave feeling as if thye had been taken
advantage; Do a good job in listening and
articulating.)
PMI

Code of Ethics and Professional Conduct

Code Applies to:
All PMI members (whether PMP or not)
Individual who is not member but - Hold PMI certification; Apply to
commerce a PMI certification process; who server PMI as a
volunteer
Responsibility_Aspirational Standards:
-Make decisions and take actions based on the best interests of
society, public safty and the environment.
-Accept assignments that are consistent with our backgroud,
experience, skills and qualification.
-fullfill the committment undertake - do what we say we will do.
-When we make errors or omissions, we take ownership and correct
error promptly. When discovered error or omissions caused by
others, we communicate them to appropriate body as they
discovered. Accept accountability for any issues resulting from our
errors or omissions and resulting consequences.
-Uphold the code and hold eachother accountable for it.
Fairness_Aspirational Standards:
-We demonstrate transparency in our decision-making process
-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
-We make opportunities equally available to qualified candidates
Values that support the code:
Responsibility; Respect; Fairness; Honesty
Responsibility_Mandatory Standards:
-Inform ourselves and uphold the policies, rules, regulations and
laws that govern our work, professional, and volunteer activities
-Report unethical or illegal conduct to appropriate management
and to those who, if necessay, affected by the conduct.
-Bring violations of this Code to the attention of the appropriate
body for resolution
-Only file ethics complaints when they are substantiated by facts
-We pursue disciplinary action against an individual who
retaliates against a person raising ethics concerns
Respect_Aspirational Standards:
-We inform ourselves about the norms and customs
of others and avoid engaging in behaviors they might
consider disrespectful
-We listen to others points of view, seeking to
understand them
-We approach directly those persons with whom we
have a conflict or disagreement
-We conduct ourselves in a professional manner,
even when it is not reciprocated
Fairness_Mandatory Standards:
-We proactively and fully disclose any real or potential conflicts of
interest to the appropriate stakeholders
-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
-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
-We do not discriminate against others based on, but not limited
to, gender, race, age, religion, disability, nationality, or sexual
orientation
-We apply the rules of the organization (employer, Project
Management Institute, or other group without favoritism or
prejudice)
Honesty_Aspirational Standards:
-We earnestly seek to understand the truth
-We are truthful in our communications and in our
conduct
-We provide accurate information in a timely manner
-We make commitments and promises, implied or
explicit, in good faith
-We strive to create an environment in which others
feel safe to tell the truth
Respect_Mandatory Standards:
-We negotiate in good faith
-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
-We do not act in an abusive manner
towards others
-We respect the property rights of others
Honesty_Mandatory Standards:
-We do not engage in or condone
behavior that is designed to deceive
others, including but not limited to,
making misleading or false statements,
stating half-truths, providing information
out of context or withholding information
that, if known, would render our
statements as misleading or incomplete
-We do not engage in dishonest behavior
with the intention of personal gain or at
the expense of another