4.

Integration
Management

© Debashis Jena

"PMP" and the PMP logo are certification marks

registered in the United States and other nations;
Some Trends

Expert judgment and Meetings are Tool & Technique to all Integration Management Processes

Enterprise Environmental Factors and Organizational Process Asset are Inputs to All Integration
Management Processes (Exception – EEF not input to Close Project)

Project Management Plan is Input to all Integration Management Processes (Exception – Develop
Project Charter & Develop Project Management Plan as it would not be made be the time of
performing these processes)

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Develop Project Charter KA: INTEGRATION PG: INITIATING

OBJECTIVE
To authorize the Project
To authorize the Project Manager to apply organizational resources to conduct Project work

WHEN
This is the first Process to be performed in a Project
May also be revisited at the beginning of every Phase

MAJOR TOOLS
General Data Gathering Techniques, Interpersonal and Team Skills

MAJOR OUTPUT
Project Charter

Project Charter is a document issued by the Project Sponsor that formally authorizes the existence of
a Project

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Develop Project Management Plan KA: INTEGRATION PG: PLANNING

OBJECTIVE
Integrating all subsidiary plans into one cohesive document which serves a baseline to execute the project

WHEN
This is the First process within the Planning Process Group to begin, however this process doesn’t complete until the
remaining 23 planning processes are completed. Although this would serve as an Input to various other planning process
while it’s in the making

MAJOR TOOL(S)
Data Gathering & Interpersonal Skills

MAJOR OUTPUT
Project Management Plan

Project Management Plan defines how the project is executed, monitored/controlled and closed
Project Management Plan can be viewed as a FOLDER as it’s a collection of several files

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Direct and Manage Project Work KA: INTEGRATION PG: EXECUTING

OBJECTIVE
Executing the work defined in the project management plan to produce the project deliverables and implementing Approved
Change Requests
Most of the Project resources are spent performing this process

WHEN
Continuous process running all through Execution

MAJOR TOOL(S)
PMIS (Project Management Information System)

MAJOR OUTPUT
Deliverables, Work Performance Data

Deliverables (or Work Products) are the Output of this process alone

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Manage Project Knowledge KA: INTEGRATION PG: EXECUTING

OBJECTIVE
This process involves applying existing knowledge and creating new knowledge
Projects should leverage from prior organizational knowledge to improve the project outcomes, and new knowledge created
to support organizational operations and future projects

WHEN
Continuous process running all through the Project life cycle

MAJOR TOOL(S)
Knowledge Management Techniques, Interpersonal and Team skills

MAJOR OUTPUT
Lessons Learned Register

Knowledge are of two types – Explicit & Tacit

Common misconceptions – 1) Knowledge Management is all about documenting learnings to share 2) Lessons are obtained
only at the end of the Project

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Monitor and Control Project Work KA: INTEGRATION PG: MONITORING & CONTROLLING

OBJECTIVE
This process involves tracking, reviewing and reporting Project progress to meet the performance objectives
Allows Stakeholders to understand current state, recognize actions taken to address performance issues and provide visibility
of expected future state

WHEN
Continuous process running all through the Project life cycle

MAJOR TOOL(S)
Data Analysis Techniques

MAJOR OUTPUT
Change Requests (Corrective Actions/Preventive Actions), Work Performance Reports

Monitoring includes Collecting, Measuring and Assessing measurements and trends to effect Process Improvements
Control includes determining Corrective/Preventive actions to address performance issues

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Perform Integrated Change Control KA: INTEGRATION PG: MONITORING & CONTROLLING

OBJECTIVE
This process concerns reviewing all Change Requests, approving Changes and managing Changes to the deliverables

WHEN
Continuous process running from start (after baselines are established) through completion

MAJOR TOOL(S)
Change Control Tools, Data Analysis (Alternative Analysis/Cost benefit Analysis), Decision Making

MAJOR OUTPUT
Approved Change Requests, Project Management Plan updates

Project management Plan should spell out a process for Change Management and the decision making authority for changes
Changes can be approved by the Project Manager (small changes), Project Sponsor or a Change Control Board (if appointed)
guidelines for which must be spelled out in the Project Management Plan

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Close Project or Phase KA: INTEGRATION PG: CLOSING

OBJECTIVE
This process finalizes all activities across the project management process Groups to formally complete the project or phase

WHEN
Performed once at the end of the project.
Can also be repeated at the end of each project Phase

MAJOR TOOL(S)
Data Analysis

MAJOR OUTPUT
Final Product, Service or result transition, Final Report

This process needs to be applied to even to Projects terminated mid way

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
 5. Scope Management

© Debashis Jena

"PMP" and the PMP logo are certification marks

registered in the United States and other nations;
Some Trends
Enterprise Environmental Factors and Organizational Process Asset are Inputs to all Planning
Processes as much applicable to Scope Management

Project Management Plan (in particular Scope Management Plan) is Input to all Scope Management
Processes.

Expert Judgment and Meetings are tools to all processes producing a subsidiary plan (like Plan Scope
Management, Plan Schedule Management etc.)

Common ITTOs to the 10 control/Monitor processes across Knowledge Areas (like Control Scope,
Control Schedule, Monitor Communication, Monitor Risks etc.):

1) Project Management Plan, Project Documents, Work Performance Data, OPA are Inputs
2) Variance Analysis & Trend Analysis are tools
3) Work Performance Information, Change Request, updates to PM Plan/Project Document/OPA
are Outputs
© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Plan Scope Management KA: SCOPE PG: PLANNING

OBJECTIVE
The process of developing a Scope Management Plan which defines how scope is going to be defined, validated & controlled

WHEN
Usually performed once early in the project as part of planning. May be revisited

MAJOR TOOL(S)
Alternative Analysis

MAJOR OUTPUT
Scope Management Plan, Requirement Management Plan

Scope Management Plan/Requirement Management Plan do NOT capture Scope/Requirements, rather provide guidance on
how Scope/Requirements will be managed in the Project

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Collect Requirements KA: SCOPE PG: PLANNING

OBJECTIVE
The process of defining and documenting stakeholder needs and expectations from the project
The outcome of this process is the most detailed version of Requirement available captured in a Requirement Document.

WHEN
Usually performed once early in the project as part of planning. May be repeated as part of Progressive Elaboration

MAJOR TOOL(S)
Data Gathering (Brainstorming, Interviews, Focus group, Questionnaire & Surveys, Benchmarking ), Decision making,
Prototyping

MAJOR OUTPUT
Requirements Documentation, Requirements Traceability Matrix

Requirements include all kind of requirements such as functional, non-functional, security, performance etc.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Define Scope KA: SCOPE PG: PLANNING

OBJECTIVE
Involves developing a detailed description of the Project and it’s product

WHEN
Usually performed once early in the project as part of planning. May be progressively elaborated
In Adaptive Life cycles this process is repeated for each iteration

MAJOR TOOL(S)
Alternative Analysis, Product Analysis

MAJOR OUTPUT
Project Scope Statement

Project Scope Statement spells out ALL the work needed to be performed to complete the Project
Project Scope Statement helps align all stakeholders by developing a common understanding of scope

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Create WBS KA: SCOPE PG: PLANNING

OBJECTIVE
Subdividing project work and deliverables to more manageable components

WHEN
Usually performed once early in the project as part of planning. May be progressively elaborated
In Adaptive Life cycles this process is repeated for each iteration

MAJOR TOOL(S)
Decomposition

MAJOR OUTPUT
WBS, WBS Dictionary (part of Scope Baseline)

The lowest level components in a WBS are termed as Work Packages. Work Packages are the smallest deliverables in the
project that cannot be broken down any further
WBS serves as a foundation for all other planning (especially scheduling & budgeting)

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Validate Scope KA: SCOPE PG: MONITORING & CONTROLLING

OBJECTIVE
Formalizing acceptance of completed project deliverables

WHEN
Usually performed once at he end of the Project or may be repeated for each Phase
In Adaptive Life cycles this process is repeated for each iteration

MAJOR TOOL(S)
Inspection

MAJOR OUTPUT
Accepted Deliverables, Change Requests (Defect Repair mostly, Updates)

In common language this is referred to as UAT (User Acceptance Testing)

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Control Scope KA: SCOPE PG: MONITORING & CONTROLLING

OBJECTIVE
Control Scope is the process of monitoring project and product scope and managing changes to scope baseline
An objective of this process is to ensure that NO Scope Creep/Gold Plating occur in the project

WHEN
Is a continuous process performed throughout the Project

MAJOR TOOL(S)
Variance & Trend Analysis

MAJOR OUTPUT
Change Requests (Corrective/Preventive Actions)

Changes are inevitable in a project environment and hence one of the goals of this process is to manage the actual changes
when they occur and is integrated with other processes.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
 6. Schedule
Management

© Debashis Jena

"PMP" and the PMP logo are certification marks

registered in the United States and other nations;
Some Trends
Enterprise Environmental Factors and Organizational Process Asset are Inputs to all Planning
Processes as much applicable to Schedule Management

Project Management Plan (in particular Schedule Management Plan) is Input to all Schedule
Management Processes.

Expert Judgment and Meetings are tools to all processes producing a subsidiary plan (like Plan Scope
Management, Plan Schedule Management etc.)

Common ITTOs to the 10 control/Monitor processes across Knowledge Areas (like Control Scope,
Control Schedule, Monitor Communication, Monitor Risks etc.):

1) Project Management Plan, Project Documents, Work Performance Data, OPA are Inputs
2) Variance Analysis & Trend Analysis are tools
3) Work Performance Information, Change Request, updates to PM Plan/Project Document/OPA
are Outputs
© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Plan Schedule Management KA: SCHEDULE PG: PLANNING

OBJECTIVE
Process of defining policies and procedures for developing, managing and controlling the project schedule.

WHEN
Usually performed once early in the project as part of planning. May be revisited

MAJOR TOOL(S)
Alternative Analysis

MAJOR OUTPUT
Schedule Management Plan

Schedule Management Plan does NOT include Project Schedule, rather provides guidance on how schedule will be developed,
managed and controlled.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Define Activities KA: SCHEDULE PG: PLANNING

OBJECTIVE
Identifying all Activities needed to be performed to produce project deliverables
This process involves Decomposing Work Packages in WBS one further level, this time into specific actions need to create
deliverables

WHEN
Usually performed once early in the project as part of planning. May be repeated as part of Rolling Wave Planning

MAJOR TOOL(S)
Decomposition, Rolling Wave Planning

MAJOR OUTPUT
Activity List, Activity Attributes

Activities are NOT a part of WBS.

Activity Attributes capture supporting information about activities including Activity Codes, activity description, skill set
requirements, Leads and Lags, Constraints and Assumptions etc.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Sequence Activities KA: SCHEDULE PG: PLANNING

OBJECTIVE
Identifying the dependencies that exist between the various activities in the project
This process focuses on converting the project activities from a list to a diagram to act as a first step towards building a
schedule

WHEN
Usually performed once early in the project as part of planning. May be repeated as part of Rolling Wave Planning

MAJOR TOOL(S)
Precedence Diagramming Method (PDM), Leads and Lags, PMIS

MAJOR OUTPUT
Project Schedule Network Diagram

PDM is used to construct a schedule model in which activities are represented by nodes and their logical relationship by
arrows providing a graphical representation of the sequence in which the activities are to be performed.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Estimate Activity Durations KA: SCHEDULE PG: PLANNING

OBJECTIVE
Estimating the number of work periods required to complete an individual activity

WHEN
Usually performed once early in the project as part of planning. May be repeated as part of Rolling Wave Planning

MAJOR TOOL(S)
Analogous Estimating, Parametric Estimating, Three Point Estimates, Bottom-up, Alternative Analysis, Reserve Analysis

MAJOR OUTPUT
Duration Estimates

This process is performed in parallel with Estimate Costs and Estimate Activity Resources processes
This process doesn’t result in a project schedule, instead a time estimate for each individual activity is determined here.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Develop Schedule KA: SCHEDULE PG: PLANNING

OBJECTIVE
Analyzing Activity sequences, durations, resource requirements and schedule constraints to produce the overall schedule

WHEN
Usually performed once early in the project as part of planning. May be revisited

MAJOR TOOL(S)
Critical Path Method, Resource Optimization, Schedule Compression (Fast tracking, Crashing), Leads and Lags, Data Analysis
(What-if-scenario, Simulation), PMIS

MAJOR OUTPUT
Schedule Baseline

Critical Path is defined as the longest path through the Network which represents the minimum time in which the project can
be completed
Project Schedule can be represented using Gantt Chart, Network Diagrams or Milestone Charts

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Control Schedule KA: SCHEDULE PG: MONITORING & CONTROLLING

OBJECTIVE
Monitoring the up to date status of the project and controlling schedule variations in the project

WHEN
Is a continuous process performed throughout the Project

MAJOR TOOL(S)
Tools & Techniques of Develop Schedule, Data Analysis (Earned Value analysis, Variance/Trend Analysis, Iteration Burndown
chart)

MAJOR OUTPUT
Change Requests (Corrective/Preventive Actions), Schedule Forecasts

Most of the Tools and Techniques of Develop Schedule are repeated here as Corrective Actions to address any variations

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
 7. Cost Management

© Debashis Jena

"PMP" and the PMP logo are certification marks

registered in the United States and other nations;
Some Trends
Enterprise Environmental Factors and Organizational Process Asset are Inputs to all Planning
Processes as much applicable to Cost Management

Project Management Plan (in particular Cost Management Plan) is Input to all Cost Management
Processes.

Expert Judgment and Meetings are tools to all processes producing a subsidiary plan (like Plan Scope
Management, Plan Schedule Management etc.)

Common ITTOs to the 10 control/Monitor processes across Knowledge Areas (like Control Scope,
Control Schedule, Monitor Communication, Monitor Risks etc.):

1) Project Management Plan, Project Documents, Work Performance Data, OPA are Inputs
2) Variance Analysis & Trend Analysis are tools
3) Work Performance Information, Change Request, updates to PM Plan/Project Document/OPA
are Outputs
© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Plan Cost Management KA: COST PG: PLANNING

OBJECTIVE
Defining how the project costs will be estimated, budgeted, monitored and controlled

WHEN
Usually performed once early in the project as part of planning. May be revisited

MAJOR TOOL(S)
Alternative Analysis

MAJOR OUTPUT
Cost Management Plan

Cost Management Plan does NOT include budget, rather provides guidance on how costs are to be estimated, budgeted and
monitored in the project

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Estimate Costs KA: COST PG: PLANNING

OBJECTIVE
The process of developing an approximation of the likely cost to be incurred for each individual activity

WHEN
Usually performed once early in the project as part of planning. May be revisited

MAJOR TOOL(S)
Analogous Estimating, Parametric Estimating , Bottom Up Estimating, Three Point Estimates, Data Analysis (Alternative
analysis, Reserve Analysis), Cost of Quality

MAJOR OUTPUT
Activity Cost Estimates, Basis of estimate

This process doesn’t result in a total project cost, instead an estimate for each individual activity is produced here (referred to
as Activity Cost Estimates). Basis of Estimate is a supporting document which capture information such as how estimates were
developed, assumptions made, any applicable constraints, confidence level of the estimate etc.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Determine Budget KA: COST PG: PLANNING

OBJECTIVE
The process of aggregating the costs of individual activities to establish a Cost Baseline
Activity costs estimated in the previous process are aggregated here to arrive with a total Project Cost

WHEN
Usually performed once early in the project as part of planning. May be revisited

MAJOR TOOL(S)
Cost Aggregation, Reserve Analysis, Funding Limit Reconciliation

MAJOR OUTPUT
Cost Baseline, Project Funding Requirements

Budget and Cost Baseline are different (Cost Baseline + Management Reserve = Budget).
Cost Baseline mostly takes the form of S-Curve
Contingency Reserves are set aside for KNOWN UNKWONS while Management Reserves are for UNKNOWN UNKNOWNS

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Control Costs KA: COST PG: MONITORING & CONTROLLING

OBJECTIVE
Monitoring expenses against cost baseline and addressing any variances

WHEN
Is a continuous process performed throughout the Project

MAJOR TOOL(S)
Earned Value Technique, Reserve Analysis

MAJOR OUTPUT
Change Requests (Corrective/Preventive Actions), Cost Forecasts

Earned Value Technique is used for Time and Cost monitoring

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
 8. Quality Management

© Debashis Jena

"PMP" and the PMP logo are certification marks

registered in the United States and other nations;
Some Trends
Enterprise Environmental Factors and Organizational Process Asset are Inputs to all Planning
Processes as much applicable to Quality Management

Project Management Plan (in particular Quality Management Plan) is Input to all Quality
Management Processes.

Expert Judgment and Meetings are tools to all processes producing a subsidiary plan (like Plan Scope
Management, Plan Schedule Management etc.)

Common ITTOs to the 10 control/Monitor processes across Knowledge Areas (like Control Scope,
Control Schedule, Monitor Communication, Monitor Risks etc.):

1) Project Management Plan, Project Documents, Work Performance Data, OPA are Inputs
2) Variance Analysis & Trend Analysis are tools
3) Work Performance Information, Change Request, updates to PM Plan/Project Document/OPA
are Outputs
© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Plan Quality Management KA: QUALITY PG: PLANNING

OBJECTIVE
Identifying the relevant Quality Standards applicable to the Project
Plan out ways to achieve the required quality standards

WHEN
Usually performed once early in the project as part of planning. May be revisited

MAJOR TOOL(S)
Data Gathering Techniques (Benchmarking, Brainstorming, Interviews), Cost-Benefit Analysis, Cost of Quality (COQ), Data
Representation Techniques (Flow charts, Mind mapping) Test and Inspection Planning

MAJOR OUTPUT
Quality Management Plan, Quality Metrics

Quality Management Plan records applicable Quality standards, QA & QC activities, roles, tools & techniques and timetables
for quality activities.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Manage Quality KA: QUALITY PG: EXECUTING

OBJECTIVE
This process translates the Quality Management Plan into executable quality activities
Benefit of this process is that it provides confidence to the wider stakeholders that the project will be able to meet quality
requirements.

WHEN
Performed throughout the Project life cycle.

MAJOR TOOL(S)
Checklists, Process Analysis, Quality Improvement Methods, Audits, Data Representation Techniques (Affinity diagram, Cause
and effect diagram, Flowcharts, Scatter Diagrams)

MAJOR OUTPUT
Quality Reports, Test and Evaluation Documents

Manage Quality is sometimes referred to as Quality Assurance

Product Testing is NOT a part of this process.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Control Quality KA: QUALITY PG: MONITORING & CONTROLLING

OBJECTIVE
Monitoring results of quality management activities to assess performance and ensure outputs meet customer requirements
The Control Quality process is performed to measure the completeness, compliance, and fitness for use of a product or
service prior to user acceptance

WHEN
Performed throughout the Project life cycle.
In Agile this process is performed throughout by all team members, while in a Predictive life cycle this would be performed
towards the end of the Project or a Phase

MAJOR TOOL(S)
Checklist/Check sheets, Statistical Sampling, Questionnaire & Surveys, Performance reviews, Inspection and Testing/Product
Evaluations

MAJOR OUTPUT
Quality Control Measurements, Verified Deliverables

Most important output of this process is Verified Deliverables

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
 9. Resource
Management

© Debashis Jena

"PMP" and the PMP logo are certification marks

registered in the United States and other nations;
Some Trends
Enterprise Environmental Factors and Organizational Process Asset are Inputs to all Planning
Processes as much applicable to Resource Management

Project Management Plan (in particular Resource Management Plan) is Input to all Resource
Management Processes.

Expert Judgment and Meetings are tools to all processes producing a subsidiary plan (like Plan Scope
Management, Plan Schedule Management etc.)

Common ITTOs to the 10 control/Monitor processes across Knowledge Areas (like Control Scope,
Control Schedule, Monitor Communication, Monitor Risks etc.):

1) Project Management Plan, Project Documents, Work Performance Data, OPA are Inputs
2) Variance Analysis & Trend Analysis are tools
3) Work Performance Information, Change Request, updates to PM Plan/Project Document/OPA
are Outputs
© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Plan Resource Management KA: RESOURCE PG: PLANNING

OBJECTIVE
The process of defining how to estimate, acquire, manage, and utilize physical and team resources
The process covers planning for both Human and Physical resources

WHEN
Usually performed once early in the project as part of planning. May be revisited

MAJOR TOOL(S)
Data Representation (Hierarchical charts, RAM, Text oriented), Organizational Theory

MAJOR OUTPUT
Resource Management Plan, Team Charter

Resource Management Plan does NOT contain names of resources, type or quantities of resources required.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Estimate Activity Resources KA: RESOURCE PG: PLANNING

OBJECTIVE
Estimating the type and quantities of human resources and Physical resources needed to perform project work

WHEN
Usually performed once early in the project as part of planning. May be revisited

MAJOR TOOL(S)
Bottom up Estimating , Analogous estimating, Parametric estimating, Alternative Analysis

MAJOR OUTPUT
Resource Requirements, Resource Breakdown Structure

This process is very similar and shares the same Tools & Techniques as Estimate Activity Durations and Estimate Costs process
As an output of this process you do NOT acquire resources, you just estimate how many and what type of resources are
needed

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Acquire Resources KA: RESOURCE PG: EXECUTING

OBJECTIVE
Obtaining people and physical resources needed to perform project work

WHEN
Performed periodically throughout the project as needed

MAJOR TOOL(S)
Decision making (Multi-Criteria decision analysis), Interpersonal skills (Negotiation), Pre assignment, Virtual teams

MAJOR OUTPUT
Physical Resource assignment, Team assignments, Resource Calendars

Resources may be internal/external to the organization.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Develop Project Team KA: RESOURCE PG: EXECUTING

OBJECTIVE
Improving competencies, team interaction, and the overall team environment to enhance project performance

WHEN
Performed periodically throughout the project as needed

MAJOR TOOL(S)
Co-Location , Virtual Teams, Rewards and Recognitions, Training, Ground Rules

MAJOR OUTPUT
Team Performance Assessment

Project Teams undergo five stages of Team Development – Forming, Storming, Norming, Performing and Adjourning

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Manage Project Team KA: RESOURCE PG: EXECUTING

OBJECTIVE
Project Teams require constant managing to bring out the best in them
This process involves tracking performance of Team members, provide feedback, resolve issues and managing team changes
to optimize project performance

WHEN
Performed periodically throughout the project

MAJOR TOOL(S)
Interpersonal Skills (Conflict Management, Emotional Intelligence, Influencing, leadership)

MAJOR OUTPUT
Change Requests (Staffing changes)

Project Manager is required to perform this process on a day to day basis all through the project

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Control Resources KA: RESOURCE PG: MONITORING & CONTROLLING

OBJECTIVE
Ensuring availability of physical resources and monitoring their utilization
Ensuring that the assigned resources are available to the Project at the right time, at the right place and are released when
no longer needed

WHEN
Performed throughout the project

MAJOR TOOL(S)
Negotiation, Problem Solving, PMIS

MAJOR OUTPUT
Change Requests (Corrective/Preventive actions)

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
 10. Communication
Management

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Some Trends
Enterprise Environmental Factors and Organizational Process Asset are Inputs to all Planning
Processes as much applicable to Communication Management

Project Management Plan (in particular Communication Management Plan) is Input to all
Communication Management Processes.

Expert Judgment and Meetings are tools to all processes producing a subsidiary plan (like Plan Scope
Management, Plan Schedule Management etc.)

Common ITTOs to the 10 control/Monitor processes across Knowledge Areas (like Control Scope,
Control Schedule, Monitor Communication, Monitor Risks etc.):

1) Project Management Plan, Project Documents, Work Performance Data, OPA are Inputs
2) Variance Analysis & Trend Analysis are tools
3) Work Performance Information, Change Request, updates to PM Plan/Project Document/OPA
are Outputs
© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Plan Communication Management KA: COMMNICATION PG: PLANNING

OBJECTIVE
This process is about determining the project stakeholder information needs and defining a Communication approach

WHEN
To be performed early as part of the planning stage. Likely to be repeated all through the project as more stakeholders join in
or at the start of each phase.

MAJOR TOOL(S)
Communications Requirements Analysis, Communication Models, Communication Methods, Stakeholder engagement
assessment matrix

MAJOR OUTPUT
Communication Management Plan

Communication Management Plan captures the communication needs of the stakeholders along with approach to
communicate the same

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Manage Communications KA: COMMNICATION PG: EXECUTION

OBJECTIVE
The process of ensuring timely and appropriate generation, distribution, storage, retrieval and the ultimate disposition of
project information

WHEN
Performed all through the project

MAJOR TOOL(S)
Communication Technology, Communication Methods, Communication skills, PMIS

MAJOR OUTPUT
Project Communications

This process also provides opportunity to stakeholders to make requests for further information, clarification and discussion

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Monitor Communications KA: COMMNICATION PG: MONITORING & CONTROLLING

OBJECTIVE
Ultimate goal is to ensure that the information needs of stakeholders are met
This process involves checking that all communication indeed take place as per the plan and measuring overall effectiveness
of Project communications. It can trigger amendments in Communication Management Plan to improve effectiveness

WHEN
Performed all through the project

MAJOR TOOL(S)
Stakeholder Engagement Assessment Matrix, Interpersonal Skills, (Observation/Conversation)

MAJOR OUTPUT
Project Management Plan updates (especially Communication Management Plan)

Right information to the right person at the right time

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
 11. Risk Management

© Debashis Jena

"PMP" and the PMP logo are certification marks

registered in the United States and other nations;
Some Trends
Enterprise Environmental Factors and Organizational Process Asset are Inputs to all Planning
Processes as much applicable to Risk Management

Project Management Plan (in particular Risk Management Plan) is Input to all Risk Management
Processes.

Expert Judgment and Meetings are tools to all processes producing a subsidiary plan (like Plan Scope
Management, Plan Schedule Management etc.)
Common ITTOs to the 10 control/Monitor processes across Knowledge Areas (like Control Scope,
Control Schedule, Monitor Communication, Monitor Risks etc.):

1) Project Management Plan, Project Documents, Work Performance Data, OPA are Inputs
2) Variance Analysis & Trend Analysis are tools (Exception – Variance Analysis is NOT a tool to
Monitor Risks process)
3) Work Performance Information, Change Request, updates to PM Plan/Project Document/OPA
are Outputs
© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Plan Risk Management KA: RISK PG: PLANNING

OBJECTIVE
Define the approach for risk management to be adopted in the project

WHEN
To be performed early as part of the planning stage. May be revisited

MAJOR TOOL(S)
Stakeholder Analysis

MAJOR OUTPUT
Risk Management Plan

Risk Management Plan does NOT record risks or response plans.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Identify Risks KA: RISK PG: PLANNING

OBJECTIVE
To come up with a list of risks the project is exposed to and documenting their characteristics

WHEN
To be performed early as part of the planning stage. Thereafter repeated throughout the Project

MAJOR TOOL(S)
Data Gathering (Brainstorming Sessions, Checklists, Interviewing), Data Analysis (Root Cause Analysis and Assumption and
Constraint Analysis, SWOT Analysis, Document Analysis), Prompt Lists

MAJOR OUTPUT
Risk Register, Risk Report

A wide range of stakeholders should participate in Risk identification process.

Risk Register is first created here with limited information captured. It would be updated to include more information about
risks as they get identified in subsequent processes in Risk Management

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Perform Qualitative Risk Analysis KA: RISK PG: PLANNING

OBJECTIVE
Prioritizing risks for further analysis (using Probability of occurrence and Impact)

WHEN
To be performed early as part of the planning stage. Thereafter repeated throughout the Project

MAJOR TOOL(S)
PI Assessments, PI Matrix

MAJOR OUTPUT
Updates to Risk Register

This process can lead to Perform Quantitative Risk Analysis (only performed in large projects) or directly into Plan Risk
Responses.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Perform Quantitative Risk Analysis KA: RISK PG: PLANNING

OBJECTIVE
Numerically analysing the combined effect of individual risks on overall project objectives
Quantifies Project Risk Exposure

WHEN
To be performed early as part of the planning stage. Thereafter repeated throughout the Project

MAJOR TOOL(S)
EMV, Decision Tree Analysis, Simulation

MAJOR OUTPUT
Updates to Risk Report

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Plan Risk Responses KA: RISK PG: PLANNING

OBJECTIVE
Developing strategies and actions to enhance opportunities and reduce threats to project objectives
This process also allocates resources and inserts activities into the Project Management Plan and Project Documents

WHEN
To be performed early as part of the planning stage. Thereafter repeated throughout the Project

MAJOR TOOL(S)
Strategies for Threats, Strategies for Opportunities, Contingent Response Strategy

MAJOR OUTPUT
Updates to Risk Register

While selecting Risk responses consideration should be given to Residual risks and any secondary risks.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Implement Risk Responses KA: RISK PG: EXECUTING

OBJECTIVE
The process of executing agreed upon risk responses

WHEN
Performed throughout the Project

MAJOR TOOL(S)
Interpersonal Skills (Influencing)

MAJOR OUTPUT
Change Request

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Monitor Risks KA: RISK PG: MONITORING & CONTROLLING

OBJECTIVE
Tracking identified risks, executing risk response plans, identifying new risks, monitoring residual risks throughout the project
life cycle

WHEN
Performed throughout the Project

MAJOR TOOL(S)
Risk Audits, Reserve Analysis

MAJOR OUTPUT
Change Request (Corrective/Preventive Actions)

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
 12. Procurement
Management

© Debashis Jena

"PMP" and the PMP logo are certification marks

registered in the United States and other nations;
Some Trends
Enterprise Environmental Factors and Organizational Process Asset are Inputs to all Planning
Processes as much applicable to Procurement Management. (Exception - Additionally, these are input
to all Processes in this KA. )

Project Management Plan (in particular Procurement Management Plan) is Input to all Procurement
Management Processes.
Expert Judgment and Meetings are tools to all processes producing a subsidiary plan (like Plan Scope
Management, Plan Schedule Management etc.)
Common ITTOs to the 10 control/Monitor processes across Knowledge Areas (like Control Scope,
Control Schedule, Monitor Communication, Monitor Risks etc.):

1) Project Management Plan, Project Documents, Work Performance Data, OPA are Inputs
2) Variance Analysis & Trend Analysis are tools (Exception – Variance Analysis is NOT a tool to
Control Procurements process)
3) Work Performance Information, Change Request, updates to PM Plan/Project Document/OPA
are Outputs
© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Plan Procurement Management KA: PROCUREMENT PG: PLANNING

OBJECTIVE
What to acquire? When and How?
Also, Identifying Potential Sellers

WHEN
This process is performed once or at pre-defined points.

MAJOR TOOL(S)
Market Research, Make or Buy Analysis, Source selection Analysis

MAJOR OUTPUT
Procurement Management Plan, Procurement Strategy, Bid Documents, Procurement SOW , Source Selection Criteria, Make
or Buy Decisions, Independent Cost Estimates

Actual Procurement isn’t carried out here. This process produces several Procurement related documents which will be used in
Conduct Procurement process

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Conduct Procurements KA: PROCUREMENT PG: EXECUTING

OBJECTIVE
Obtain Seller Responses
Evaluate and select a Seller
Award Contract

WHEN
Performed periodically throughout the Project as needed

MAJOR TOOL(S)
Advertising, Bidder Conferences, Negotiation

MAJOR OUTPUT
Selected Sellers, Agreements

This process terminates with signing up of Contract, managing the contract is not a part of this process

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Control Procurements KA: PROCUREMENT PG: MONITORING & CONTROLLING

OBJECTIVE
Managing procurement relationships, monitoring Contract performance, performing changes as needed and closing out
contracts

WHEN
Performed throughout the Project

MAJOR TOOL(S)
Claims Administration, Inspection and Audits

MAJOR OUTPUT
Closed Procurements, Procurement Documentation updates

In many organizations Contract Administration (part of this process) may be performed by a separate function separate from
the Project

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
 13. Stakeholder
Management

© Debashis Jena

"PMP" and the PMP logo are certification marks

registered in the United States and other nations;
Some Trends
Enterprise Environmental Factors and Organizational Process Asset are Inputs to all Planning
Processes as much applicable to Stakeholder Management. (Exception - Additionally, these are input
to all Processes in this KA. )

Project Management Plan (in particular Stakeholder Management Plan) is Input to all Stakeholder
Management Processes.
Expert Judgment and Meetings are tools to all processes producing a subsidiary plan (like Plan Scope
Management, Plan Schedule Management etc.). Additionally, these are tools to processes in this KA
(Exception – Expert Judgment is not a tool to Monitor Stakeholder Management

Common ITTOs to the 10 control/Monitor processes across Knowledge Areas (like Control Scope,
Control Schedule, Monitor Communication, Monitor Risks etc.):

1) Project Management Plan, Project Documents, Work Performance Data, OPA are Inputs
2) Work Performance Information, Change Request, updates to PM Plan/Project Document/OPA
are Outputs (Exception – OPA update is not an output of Monitor Stakeholder Engagement)
© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Identify Stakeholders KA: STAKEHOLDER PG: INITIATING

OBJECTIVE
Identification of Stakeholders and analyzing relevant information regarding their interests, involvement, influence, and
potential impact on project
Discover Major Needs of Stakeholders
Prioritize effort (Who to devote how much effort in engaging)

WHEN
First time performed during Initiation
Usually repeated at the start of each Phase

MAJOR TOOL(S)
Stakeholder Analysis

MAJOR OUTPUT
Stakeholder Register – Contains Identification, Assessment and Classification Information

Stakeholder Register is a sensitive document who circulation need to confined by the Project Manager

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Plan Stakeholder Engagement KA: STAKEHOLDER PG: PLANNING

OBJECTIVE
Developing appropriate strategies and approaches to effectively engage stakeholders throughout the project

WHEN
First time performed early during planning stage and repeated throughout the Project

MAJOR TOOL(S)
Stakeholder Engagement Assessment Matrix

MAJOR OUTPUT
Stakeholder Engagement Plan

This process involves 1) Developing appropriate strategies (in Stakeholder Register) to address the needs of stakeholders 2)
Mapping current and desired levels of engagement of stakeholders (in Stakeholder Engagement Plan) 3) Defining modes of
engagement for various stakeholder groups (in Stakeholder Engagement Plan).

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Manage Stakeholder Engagement KA: STAKEHOLDER PG: PLANNING

OBJECTIVE
Involves executing strategies/engagement modes defined in Plan Stakeholder Engagement
Addressing Issues/Concerns of Stakeholders
Ensuring stakeholder involvement in the project

WHEN
Performed throughout the Project

MAJOR TOOL(S)
Communication skills, Interpersonal Skills

MAJOR OUTPUT
Updates to Change/Issue Logs

This Process (if performed well) can minimize resistance and increase support from Stakeholders thereby improving the
chances of Project Acceptance.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;
Monitor Stakeholder Engagement KA: STAKEHOLDER PG: MONITORING & CONTROLLING

OBJECTIVE
The process of monitoring stakeholder engagement and tailoring strategies and approach to increase effectiveness of
Stakeholder Engagement

WHEN
Performed throughout the Project

MAJOR TOOL(S)
Communication skills, Interpersonal Skills, Stakeholder Engagement Assessment Matrix

MAJOR OUTPUT
Updates to Project Plan (especially Stakeholder engagement Plan) and Project Documents (especially Stakeholder Register)

This Process helps maintain or increase the efficiency and effectiveness of Stakeholder engagement.

© Debashis Jena
"PMP" and the PMP logo are certification marks
registered in the United States and other nations;