Chapter 4 - Project Integration Mgmt.

Manage Project Knowledge: Tools and Techniques (Interpersonal and team skills)

Active listening helps reduce misunderstands Facilitation helps effectively guide a group Leadership is used to communicate the vision Networking allows informal connections and relations among project stakeholders Political awareness helps the project manager to plan communications.

Develop Project Charter (Inputs) - Agreements

Agreements are used to define initial intentions for a project. Agreements may take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), letters of agreement, letters of intent, verbal agreements, email, or other written agreements. Typically a contract is used when a project is being performed for an external customer.

Close Project or Phase: Inputs (Project Management Plan)

All components of the project management plan are an input to this process.

Direct and Manage Project Work - Tools and Techniques (Expert Judgement)

Expertise should be considered from individuals or groups with specialized knowledge or training in technical knowledge on the industry and focus area of the project, cost and budget management, legal and procurement, legislation and regulations and organizational governance.

Close Project or Phase: Outputs (Project Documents Updates)

All project documents may be updated and marked as final versions as a result of project closure. Of particular interest is the lessons register, which is finalized to include final information on phase or project closure. The final lessons learned register may include information on benefits management, accuracy of the business case, project and development life cycles, risk and issue management, stakeholder engagement, and other project management processes.

Direct and Manage Project Work - Outputs (Project Management Plan Updates)

Any change to the project management plan goes through the organization's change control process via a change request. Any component of the project management plan may require a change request as a result of this process.

Direct and Manage Project Work - Inputs (Project Management Plan)

Any component of the project management plan may be an input to this process.

Perform Integrated Change Control: Outputs (Project Management Plan Updates)

Any formally controlled component of the project management plan may be changes as a result of this process. Changes to baselines are only made from the last baseline forward.

Perform Integrated Change Control: Outputs (Project Documents Updates)

Any formally controlled project document may be changed as a result of this process. A project document that is normally updated as a result of this process is the change log. The change log is used to document changes that occur during a project.

Direct and Manage Project Work - Outputs (Organizational process assets updates)

Any organizational process asset can be updated as a result of this process.

Develop Project Management Plan - Tools and Techniques (Expert Judgement)

Expertise should be considered from individuals or groups with specialized knowledge of or training in the following topics: Tailoring the project management process. Developing additional components of the PMP. Determining the tools and techniques to be used for accomplishing those processes. Developing technical and management details to be included in the PMP Determining resources and skills levels needed to perform project work. Defining the level of configuration management to apply on the project. Determining which project documents will be subject to the formal change control process. Prioritizing the work on the project to ensure the project resources are allocated.

Monitor and Control Project Work: Tools and Techniques (Decision Making)

A decision-making technique that can be used includes but is not limited to voting. Voting can include making decisions based on unanimity, majority, or plurality.

Direct and Manage Project Work - Outputs (Deliverables)

A deliverable is any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.

Monitor and Control Project Work: Tools and Techniques (Expert Judgement)

Expertise should be considered from individuals or groups with specialized knowledge or training in the following topics: Earned value analysis Interpretation and contextualization data Techniques to estimate duration and costs Trend anaysis Technical knowledge on the industry Risk management and contract management.

Close Project or Phase: Tools and Techniques (Expert Judgment)

Expertise should be considered from individuals or groups with specialized knowledge or training in the following topics: Management control, audit, legal and procurement, and legislation and regulations.

Manage Project Knowledge: Tools and Techniques (Expert Judgement)

Expertise should be considered from individuals or groups with specialized knowledge or training in: Knowledge mgmt. Information mgmt. Organizational learning. Knowledge and information mgmt. tools, and Relevant information from other projects

Monitor and Control Project Work: Tools and Techniques (Meetings)

Meetings may be face-to-face, virtual, formal, or informal. Include project team members and other project stakeholders when appropriate. Types of meetings include but are not limited to user groups and review meetings.

Developing a Project Management Plan - Inputs (Outputs from Other Processes)

Outputs from many of the other processes are integrated to create the project management plan. Subsidiary plans and baselines that are an output from other planning processes are inputs to this process. In addition, changes to these documents may necessitate updates to the project management plan.

Close Project or Phase: Outputs (O.P.A.)

Project Documents: Documentation resulting from the project activities. Operational and support documents: Documents required for an organization to maintain, operate, and support the product or service delivered by the project. Project or phase closure documents: Project or phase closure documents, consisting of formal documentation. Lessons Learned repository: Lessons learned and knowledge gained throughout the project are transferred to the lessons learned repository for use by future projects.

Monitor and Control Project Work: Inputs (E.E.F.)

Project Management Information systems Infrastructure Stakeholders' expectations and risk thresholds Government or industry standards

Close Project or Phase: Inputs (Agreements)

Requirements for formal procurement closure are usually defined in the terms and conditions of the contract and are included in the procurement management plan. A complex project may involve managing multiple contracts simultaneously or in sequence.

Develop Project Charter (Inputs) - E.E.F.s

The enterprise environmental factors that can influence the Develop Project Charter process include but are not limited to: Government or industry standards, legal and regulatory requirements and/or constraints, marketplace conditions, organizational culture and political climate, organizational governance framework, stakeholders' expectations and risk thresholds.

Develop Project Management Plan - Tools and Techniques (Interpersonal and Team Skills)

The interpersonal and team skills used when developing the project management plan include: Conflict management, Facilitation, Meeting Management.

Develop Project Charter (Inputs) - O.P.A.s

The organizational process assets that can influence the Develop Project Charter process include but are not limited to: Organizational standard policies, processes, and procedures. Portfolio, program, and project framework, monitoring and reporting methods, templates, and historical information and lessons learned repository.

Direct and Manage Project Work - Outputs (Change Requests)

A formal proposal to modify any document, deliverable, or baseline. When issues are found while project work is being performed, change requests can be submitted, which may modify project policies or procedures, project or product scope, project cost or budget, project schedule ,or qualify of the project or product results. Also may be used for preventive or corrective actions to forestall negative impact later int he project. Example are: Corrective action - an intentional activity that realigns the performance of he project work with the project management plan. Preventive action - An intentional activity that ensures the future performance of the project work is aligned with the project management plan Defect repair - an intentional activity to modify a nonconforming product or product component. Updates - Changes to formally project documents, plans, etc., to reflect modified or additional ideas or content.

Monitor and Control Project Work: Inputs (Agreements)

A procurement agreement includes terms and conditions, and may incorporate other items that the buyer specifies regarding what the seller is to perform or provide.

Close Project or Phase: Outputs (Final Product, Service, or Result Transition)

A product, service, or result, once delivered by the project, may be handed over to a different group organization that will operate, ,maintain, and support it throughout its life cycle.

Manage Project Knowledge: Outputs (O.P.A. Updates)

All projects create new knowledge. Some of this knowledge is codified, embedded in deliverables, or embedded in improvements to processes and procedures as a result of the Manage Project Knowledge process. Existing knowledge can also be codified or embedded for the first time as a result of this process; for example, if an existing idea for a new procedure is piloted in the project and found to be successful.

Monitor and Control Project Work: Tools and Techniques (Data Analysis)

Alternative Analysis: Used to select corrective actions or a combination of corrective and preventive actions to implement when a deviation occurs. Cost benefit analysis: Helps to determine the best corrective action in terms of cost in case of project deviations. Earned Value Analysis: Earned value provides an integrated perspective on scope, schedule, and cost performance. Root cause analysis: Focuses on identifying the main reasons of a problem. It can be used to identify the reasons for a deviation and the areas the project mgr. should focus on in order to achieve the objectives of the project. Trend Analysis: Used to forecast future performance based on past results. It looks ahead in the project for expected slippages and warns the project manager ahead of time that there may be problems later in the schedule if established trends persist. Variance Analysis: Reviews the differences (or variance) between planned and actual performance. This can include duration estimates, cost estimates, resources utilization, resources rates, technical performance, and other metrics.

Perform Integrated Change Control: Tools and Techniques (Data Analysis)

Alternative analysis: Technique is used to assess the requested changes and decide which are accepted, rejected, or need to be modified to be finally accepted. Cost-benefit analysis: helps to determine if the requested change is worth its associated cost.

Manage Project Knowledge: Outputs (Project Mgmt. Plan Updates)

Any change to the project management plan goes through the organization's change control process via a change request. Any component of the project management plan may be updated as a result of this process.

Manage Project Knowledge: Inputs (Deliverables)

Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. Typically tangible components completed to meet the project objectives and include components of the project management plan.

Direct and Manage Project Work - Inputs (Approved Change Requests)

Approved change requests are an output of the Perform Integrated Change Control process, and include those requests reviewed and approved for implementation by the project manager or by the change control board when applicable. This maybe a corrective action, a preventative action or a defect repair. Scheduled and implemented by the project team and can impact any area of the project or project management plan.

Close Project or Phase: Inputs (Project Documents)

Assumption Log - Record of all the assumptions, and constraints that guided the technical specs, estimates, schedule, risks, etc. Basis of estimates - Used to evaluate how the estimation of durations, cost, resources, and cost control compared to the actual results. Change Log - Contains the status of all change requests throughout the project or phase. Issue Log - Used to check that there is no open issue. Lessons learned register - Lessons learned in the phase or project was be finalized before being entered in the lessons learned repository. Milestone list - Shows the final dates on which the project milestones have been accomplished. Project communications - Include any and all communications that have been created throughout the project. Quality control measurements - Document the communications that have been created throughout the project. Quality Reports - Information presented in the quality report may include all quality assurance issues managed or escalated by the team, recommendations for improvement, and the summary of findings from the Control Quality Process. Requirements Docs - Requirements documentation is used to demonstrate compliance with the project scope. Risk Register - Provides information on risks that have occurred throughout the project . Risk Report - Provides information on the risk status and is used to check that there are no open risks at the end of the project.

Monitor and Control Project Work: Inputs (Project Documents)

Assumption log: Contains information about assumptions and constraints identified as affecting the project. Basis of estimates: How the various estimates were derived and can be used to make a decision on how to respond to variances. Cost forecasts: Based on the project's past performance, the cost forecasts are used to determine if the project is within defined tolerance ranges for budget. Issue log: Used to document and monitor who is responsible for resolving specific issues by a target date. Lessons Learned register: May have information on effective responses for variances, and corrective and preventive actions. Milestone list: Shows the scheduled dates for specific milestones and is used to check if the planned milestones have been met. Quality reports: Includes quality management issues, recommendations for process, project, and and product improvement. Risk register: Provides information on threats and opportunities that have occurred during project execution. Risk Report: Provides information on the overall project risks as well as information on specified individual risks. Schedule Forecasts: Based on the project's past performance, the schedule forecasts are used to determine if the project is within defined tolerance ranges.

Perform Integrated Change Controls: Inputs (Project Documents)

Basis of estimates: Indicate how the duration, cost, and resources estimates were derived and can be used to calculate the impact of the change in time, budget, and resources. Requirements traceability matrix: The requirements traceability matrix helps asses the impact of the change on the project scope. Risk Report: Presents information on sources of overall and individual project risks involved by the change requested.

Develop Project Charter (Tools and Techniques) - Data Gathering

Brainstorming - can be used to gather data and solutions or ideas from stakeholders, SME, and team members when developing the project charter. Comprises in two parts: idea generation and analysis. Focus groups - Bring together stakeholders and SME to learn about the perceived project risk, success criteria, and other topics in a more conversational way than a one-on-one interview. Interviews - Used to obtain information on high-level requirements, assumptions or constraints, approval criteria, and other information from stakeholders by talking directly to them.

Close Project or Phase: Inputs (Business Documents)

Business case - documents the business need and the cost benefit analysis that justify the project. Used to determine if the expected outcomes from the economic feasibility study used to justify the project occurred. Benefits management plan - Outlines the target benefits of the project. Used to measure whether the benefits of the project were achieved as planned.

Monitor and Control Project Work: Outputs (Change Requests)

Change Requests may be issued to expand, adjust, or reduce project scope, product scope, or quality requirements and schedule or cost baselines.

Perform Integrated Change Controls: Inputs (Change Requests)

Change Requests may include corrective action, preventive action, defect repairs, as well as updates to formally controlled documents or deliverables to reflect modified or additional ideas or content. Change requests that have an impact on the project baselines should normally include information about the cost of implementing the change, modifications in the scheduled dates, resource requirements, and risks.

Perform Integrated Change Control: Tools and Techniques (Meetings)

Change control meetings are held with a change control board.

Perform Integrated Change Controls: Inputs (O.P.A)

Change control procedures, including the steps by which organizational standards, policies, plans, procedures, or any project documents will be modified. Procedures for approving and issuing change authorizations Configurations management knowledge base containing the versions and baselines of all official organizational standards, policies, procedures, and any project documents.

Perform Integrated Change Control: Outputs (Approved Change Requests)

Change requests are processed according to the change management plan by the project manager, change control board, or an assigned team member.

Close Project or Phase

Close Project or Phase is the process of finalizing all activities for the project, phase, or contract. The key benefits of this process are the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors. The process is performed once or at a predefined points in the project. Project manager reviews the project management plan to ensure that all project work is completed and that the project has met its objectives.

Perform Integrated Change Control: Tools and Techniques (Change Control Tools)

Configuration control is focused on the specification of both the deliverables and the processes, while change control is focused on identifying, documenting, and approving or rejecting changes tot he project documents, deliverables, or baselines. Identify configuration item. Record and report configuration item status. Perform configuration item verification and audit.

Develop Project Charter (Tools and Techniques) - Interpersonal and team skills

Conflict management - Used to help bring stakeholders into alignment on the objectives, success criteria, high-level requirements, project description, summary milestones, and other elements of the charter. Facilitation - The ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator ensures that there is effective participation, that participants achieve a mutual understanding, that all contributions are considered. Meeting management - Preparing the agenda, ensuring that a representative for each key stakeholder group is invited, and preparing and sending the follow-up minutes and actions.

Monitor and Control Project Work: Inputs (Work Performance Information)

Data gathered through work execution and passed to the controlling process.

Develop Project Management Plan - Tools and Techniques (Data Gathering)

Data-gathering techniques that can be used for this process include but are not limited to: Brainstorming, Checklists, Focus Groups, Interviews.

Develop Project Management Plan

Develop Project Mgmt. Plan is the process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan. The key benefit of this process is the production of a comprehensive document that defines the basis of all project work and how the work will be performed. The process is performed once or at a predefine points in the project. The project management plan defines how the project is executed, monitored, and controlled, and closed. The PMP's content varies depending on the application area and complexity of the project. The PMP may be either summary level or detailed. Each component plan is described to the extent required by the specific project. The PMP should be robust enough to respond to an everchanging project environment. The PMP should be baselined; that is, it is necessary to define at least the project references for scope, time, and cost, so that the project execution can be measured and compared to those references and performance can be managed. Projects that exist in the context of a program or portfolio should develop a project management plan that is consistent with the program or portfolio management plan.

Direct and Manage Project Work

Direct and Manager Project Work is The process of leading and performing the work defined in the Project Management Plan and implementing changes to achieve the project's objectives. The key benefit of this process is that it provides overall management of the project work and deliverables, thus improving the profitability of project success. This process is performed throughout the project. Direct and Manage Project Work involves the planned project activities to complete project deliverables and accomplish established objectives. The project manager, along with the project management team, directs the performance of the planned project activities and manages the various technical and organizational interfaces that exist in the project Direct and Manage Project Work also requires review of the impact of all project changes and the implementation of approved changes, corrective action, prevention action, and/or defect repair. During project execution, the work performance data is collected and communicated to the applicable controlling processes for analysis.

Close Project or Phase: Tools and Techniques (Data Analysis)

Document Analysis: Assessing available documentation will allow identifying lessons learned and knowledge sharing for future projects and organizational assets improvement. Regression Analysis: Technique analyzes the interrelationships between different project variables that contributed to the project outcomes to improve performance on future projects. Trend Analysis: Used to validate the models used in the organization and to implement adjustments for future projects. Variance Analysis: Used to improve the metrics of the organization by comparing what was initially planned and of the end result.

Manage Project Knowledge: Inputs (Project Management Plan)

Entire Project Mgmt. Plan. All components

Develop Project Charter (Tools and Techniques) - Expert Judgement

Expert judgement is defined as judgement provided based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate for the activity being performed. For this process, expertise should be considered from individuals or groups with specialized knowledge of or training in organizational strategy, benefits management, technical knowledge of the industry and focus area of the project, duration and budget estimation and risk identification.

Develop Project Management Plan - Tools and Techniques (Meetings)

For this process, meetings are used to discuss the project approach, determine how work will be executed to accomplish the project objectives, and establish the way the project will be monitored and controlled. The project kick-off meeting is usually associated with the end of planning and beginning of execution. Its purpose is to communicate the objectives of the project, gain the commitment of the team for the project, and explain the roles and responsibilities fo each stakeholder.

Develop Project Charter (Outputs) - Assumption Log

High-level strategic and operational assumptions and constraints are normally identified in the business case before the project is initiated and will flow into the project charter. Lower-level activity and task assumptions are generated throughout the project such as defining technical specs, estimates, the schedule, risks, etc. The assumption log is used to record all assumptions and constraints throughout the project life cycle.

Close Project or Phase: Inputs (Accepted Deliverables)

Include approved product specs, delivery receipts, and work performance documents. Partial or interim deliverables may also be included for phased or cancelled projects.

Project Integration Management.

Includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within Project Management Process Groups. P.I.M. includes making choices about: Resource Allocation, Balancing competing demands, Examining any alternative approaches, Tailoring the processes to meet the project objectives, and Managing the Interdependencies among the Project Management Knowledge Areas.

Manage Project Knowledge: Tools and Techniques (Information Mgmt.)

Information management tools and techniques are used to create and connect people to information. They are effective for sharing simple, unambiguous, codified explicit knowledge. Examples: Methods for codifying explicit knowlege Lessons learned register Library services Information gathering like web searches Project Management Information Systems

Manage Project Knowledge: Tools and Techniques (Knowledge Management)

Knowledge management tools and techniques connect people so they can work together to create new knowledge, share tacit knowledge, and integrate the knowledge of diverse team members. The tools and techniques appropriate in a project depend on the nature of the project, especially the degree of innovation involved, the project complexity, and the level of diversity. Examples: Networking Communities of practice Meetings, including virtual Work shadowing, and reverse shadowing Discussion forums such as focus groups Knowledge-sharing events such as seminars and conferences Workshops Storytelling Knowledge fairs and cafes and training that involves interaction between learners.

Perform Integrated Change Controls: Inputs (E.E.F)

Legal restrictions, such as country or local regulations. Government or industry standards Legal and regulatory requirements and/or constraints. Organizational governance frameworks Contracting and purchasing constraints.

Manage Project Knowledge: Inputs (Project Documents)

Lesson Learned Register: Provides information on effective practices in knowledge management. Project Team Assignments: Provide information on the type of competencies and experience available in the project and the knowledge that may be missing. Resource breakdown structure: Information on the composition of the team and may help to understand what knowledge is available as a group and what knowledge is missing. Stakeholder register: Contains details about the identified stakeholders to help understand the knowledge they may have.

Manage Project Knowledge: Outputs (Lessons Learned Register)

Lessons Learned include the category and description of the situation. This includes the impact, recommendations, and proposed actions associated with the situation. Also may include challenges, problems, realized risks and opportunities or other content as appropriate.

Develop Project Charter (Tools and Techniques) - Meetings

Meetings are held with key stakeholders to identify the project objectives, success criteria, key deliverables, high-level requirements, summary milestones, and other summary information.

Direct and Manage Project Work - Tools and Techniques (Meetings)

Meetings are used to discuss and address pertinent topics of the project when directing and managing project work.

Monitor and Control Project Work

Monitor and Control Project Work is the process of tracking, reviewing, and reporting the overall progress to meet the performance objectives defined in the project management plan. Key benefits are that it allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issues, and to have visibility into the future project status with cost and schedule forecasts. Performed throughout the project. Monitor is an aspect of project management performed throughout the project. Monitoring includes collecting, measuring, and assessing measurements and trends to effect process improvements. Continuous monitoring gives the project management team insight into the health of the project and identifies any areas that may require special attention. Control includes determining corrective or preventive actions or replanning and following up on action plans to determine whether the actions taken resolved the performance issue.

Monitor and Control Project Work: Inputs (Project Management Plan)

Monitoring and controlling project work involves looking at all aspects of the project. Any component of the project management plan may be an input for this process.

Manage Project Knowledge: Inputs (O.P.A.s)

Organizational standard policies, processes, and procedures Personnel administration. Organizational communication requirements. Formal knowledge-sharing and information-sharing procedures.

Monitor and Control Project Work: Inputs (O.P.A.)

Organizational standard policies, processes, and procedures. Financial controls procedures. Monitoring and reporting methods. Issue management procedures defining issues controls. Defect management procedures defining controls, defect identification, and resolution and action item tracking. Organizational knowledge base.

Direct and Manage Project Work - Inputs (O.P.A.s)

Organizational standard practices, processes, and procedures Issue and defect management procedures defining issue and defect controls, issue and defect identification... Issue and defect management databases(s) Change control and risk control procedures Project information from previous projects

Direct and Manage Project Work - Inputs (E.E.F.s)

Organizational structure, culture, management practices, and sustainability. Infrastructure (e.g., existing facilities and capital equipment) Stakeholder risk thresholds (e.g., allowable cost overrun percentage)

Manage Project Knowledge: Inputs (E.E.F.s)

Organizational, stakeholder, and customer culture. Geographic distribution of facilities and resources. Organizational knowledge experts. Legal and regulatory requirements and/or constraints.

Perform Integrated Change Control

Perform integrated change control is the process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan; and communicating the decisions. This process reviews all requests for changes to project documents, deliverables, or the project management plan and determines the resolution of the change requests. Key benefit of this process is that it allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall project objectives or plans. Process is performed throughout the project. Process is conducted from project start through completion and is the ultimate responsibility of the project manager.

Direct and Manage Project Work - Inputs (Project Documents)

Project documents that can be considered as inputs for this process include: Change Log - Contains the status of all change requests. Lessons Learned Register - Used to improve the performance of the project and to avoid repeating mistakes. The register helps identify where to set rules or guidelines so team's actions are aligned. Milestone list - Milestone list shows the scheduled dates for specific milestones Project communications - Performance reports, deliverable status, and other information generated by the project. Project schedule - Schedule includes at least the list of work activities, their durations, resources, and planned start and finish dates. Requirements traceability matrix - The requirements traceability matrix links product requirements to the deliverables that satisfy them and helps to focus on the final outcomes. Risk Register - Provides information on threats and opportunities that may impact project execution. Risk Report - Provides information of sources of overall project risk along with summary information on identified project risks.

Direct and Manage Project Work - Outputs (Project Documents Updates)

Project documents that may be updated as a result of carrying out this process include but are not limited to: Activity list - activity list may be updated with additional or modified activities to be performed to complete project work. Assumption log - New assumptions and constraints may be added, and the status of existing assumptions and constraints may be updated or closed out. Lessons learned register - Any lessons learned that will improve performance for current or future projects is recorded as it is learned. Requirements documents - New requirements may be identified during this process. Progress on meeting requirements may be updated. Risk register - New risks may be identified and existing risks may be updated during this process. Stakeholder register - Where additional information on existing or new stakeholders is gathered as a result of this process.

Monitor and Control Project Work: Outputs (Project Documents Updates)

Project documents that may be updated as a result of carrying out this process include: Cost Forecasts - changes in cost forecasts resulting from this process are recorded using cost management processes. Issue Log: New issues raised as a result of this process are recorded in the issue log. Lessons Learned Register: The lessons learned register is updated with effective responses for variances and corrective and preventive actions. Risk Register - New risks identified during the process are recorded in the risk register and managed using the risk management processes. Schedule forecasts - Changes in schedule forecasts resulting from this process are recorded using schedule management processes.

Close Project or Phase: Inputs (O.P.A.s)

Project or phase closure guidelines or requirements (e.g., lessons learned, final project audits, project evaluations, product validations, acceptance criteria, contract closure, resource management, team performance appraisals, and knowledge transfers). Configuration management knowledge base containing the versions and baselines of all official organizational standards, policies, procedures, and any project documents.

Close Project or Phase: Outputs (Final Report)

Provides a summary of the project performance, and includes: Summary level description of the project or phase. Scope objectives, the criteria used to evaluate the scope. Quality objectives, the criteria , the criteria used to evaluate the project. Cost Objectives, including the acceptable cost range. Summary of the validation information for the final product. Schedule objectives including whether results achieved the benefits. Summary of how the final product, service, or result achieved the business needs Summary of any risks or issues

Develop Project Management Plan - Outputs (Project Mgmt. Plan - Subsidiary Management Plans)

Scope Management Plan - establishes how the scope will be delivered, developed, monitored, controlled, and validated. Requirements Management Plan - Establishes how the requirements will be analyzed, documented, and managed. Schedule management plan - Establishes the criteria and the activities for developing, monitoring, and controlling the schedule. Cost Management Plan - Establishes how the costs will be planned, structured, and controlled. Quality Management Plan - Establishes how an organization's quality policies, methodologies, and standards will be implemented in the project. Resource management plan - Provides guidance on how project resources should be categorized, allocated, managed, and released. Communications management plan - Establishes how, when, and by whom information about the project will be administered and disseminated. Risk management plan - Establishes how the risk management activities will be structured and performed. Procurement management plan - Establishes how the project team will acquire goods and services from outside of the performing organization. Stakeholder engagement plan - Establishes how stakeholders will be engaged in project decisions and execution, according to their needs, interests, and impact.

Develop Project Management Plan - Outputs (Project Mgmt. Plan - Baselines)

Scope baseline - The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, which is used as a basis for comparison. Schedule baseline - The approved version of the schedule model that is used as a basis for comparison to the actual results. Cost baseline - The approved version of the time-phased project budget that is used as a basis for comparison to the actual results.

Perform Integrated Change Controls: Inputs (Project Management Plan)

Several components of PMP. Change management plan: The change management plan provides the direction for managing the change control process and documents the roles and responsibilities of the change control board. Configuration management plan: The configuration plan describes the configurable items of the project and identifies the items that will be recorded and updated so that the product of the project remains consistent and operable. Scope baseline: Provides the project and product definition. Schedule baseline: The schedule baseline is used to assess the impact of the changes in the project schedule. Cost baseline: Used to assess the impact of the changes to the project cost.

Perform Integrated Change Control: Tools and Techniques (Expert Judgement)

Technical knowledge of the industry and focus area of the project. Legislation and regulations. Legal and procurement. Configuration management Risk Management.

Developing a Project Management Plan - Inputs (E.E.F.s)

The Enterprise Environmental Factors can influence the Develop Management Plan process include but are not limited to: Government or Industry Standards Legal and regulatory requirements PMBOK for vertical market Organizational structure Organizational governance framework Infrastructure

Direct and Manage Project Work - Tools and Techniques (Project Management Information System (PMIS)

The PMIS access to IT software tools, such as scheduling software tools, work authorization systems, configuration management systems, information collection and distribution systems as well as interfaces to other online automated systems such as corporate knowledge base repositories. Automated gathering and reporting on KPI can be part of this system.

Develop Project Charter (Inputs) - Business Case

The approved business case, or similar, is the business document most commonly used to create the project charter. The business case describes the necessary information from a business standpoint to determine whether the expected outcomes of the project justify the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost benefit analysis are contained in the business case to justify and establish boundaries for the project.

Developing a Project Management Plan (O.P.A.s)

The organizational process assets that can influence the Develop Project Management Plan process include but are not limited to: Organizational standard policies, processes, and procedures Project management plan template, including: Guidelines and criteria for tailoring the organization's set of standard processes. Project closure guidelines or requirements. Change control procedures. Monitoring and reporting methods. Project information from previous similar projects. Historical information and lessons learned repository.

Develop Project Charter

The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The key benefits of this process are that it provides a direct link between the project and the strategic objectives of the organization, creates a formal record of the project, and shows the organizational commitment to the project. This process is performed once or at a predefined points in the project.

Manage Project Knowledge

The process of using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning. Key benefits are prior organizational knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects or phases. Performed throughout the project. Knowledge is commonly split into "explicit" (knowledge that can be readily codified using words, pictures, and numbers) and "tacit" (knowledge that is personal and difficult to express, such as beliefs, insights, experience, and "know-how"). Knowledge management is concerned with managing both tacit and explicit knowledge for two purposes: reusing existing knowledge and creating new knowledge.

Close Project or Phase: Inputs (Project Charter)

The project charter documents the project success criteria, the approval requirements and who will sign off on the project.

Develop Project Charter (Outputs) - Project Charter

The project charter is the document issued by the project initiator or sponsor that formally authorized the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the high-level information on the project and on the product, service, or result the project is intended to satisfy such as project purpose, measurable project objectives and related success criteria, high-level requirements.

Develop Project Management Plan - Outputs (Project Management Plan)

The project management plan is a document that describes how the project will be executed, monitored and controlled, and closed. It integrates and consolidates all of the subsidiary management plans and baselines, and other information necessary to manage the project.

Developing a Project Management Plan - Inputs (Project Charter)

The project team uses the project charter as a starting point for initial project planning. At a minimum, the project charter should define the high-level information about the project that will be elaborated in the various components of the project management plan.

Perform Integrated Change Controls: Inputs (Work Performance Reports)

These reports of particular interest of the Perform Integrated Change Control process include resource availability, schedule and cost data, earned value reports, and burn up and burndown charts.

Direct and Manage Project Work - Outputs (Issue Log)

Throughout the life cycle of a project, the project manager will normally face problems, gaps, inconsistencies, or conflicts that occur unexpectedly and that require some action so they do not impact the project performance. The issue log is a project document where all the issues are recorded and tracked. Data on issues may include issue type, who raised the issue and when, description, priority, who is assigned to the issue, target resolution date, status and final solution. The issue log will help the project manager effectively track and mange issue, ensuring that they are investigated and resolved. The issue log is created for the first time as an output of this process, although issues may happen at any time during the project. Issue log is updated as a result of the monitoring and control activiies throughout the project's life cycle.

Close Project or Phase: Inputs (Procurement Document)

To close the contract, all procurement docs is collected, indexed, and filed. Information on contract schedule, scope, quality, and cost performance along with all contract change documentation, payment records, and inspection results are cataloged.

Close Project or Phase: Tools and Techniques (Meetings)

Used to confirm that the deliverables have been accepted, to validate that the exit criteria have been met, to formalize the completion of the contracts, to evaluate the satisfaction of the stakeholders, to gather lessons learned, to transfer knowledge and information form the project, and to celebrate success.

Perform Integrated Change Control: Tools and Techniques (Decision Making)

Voting: Take the form of unanimity, majority, or plurality to decide on whether to accept, or defer, or reject change requests. Autocratic decision making: One individual takes the responsibility for making the decision for the entire group. Multicriteria decision analysis: Technique use a decision matrix to provide a systematic analytical approach to evaluate the requested changes according to as set of predefined criteria.

Direct and Manage Project Work - Outputs (Work Performance Data)

Work performance data are the raw observations and measurements identified during activities being performed to carry out the project work. Data are often viewed as the lowest level of detail from which information is derived to other processes.

Monitor and Control Project Work: Outputs (Work Performance Reports)

Work performance information is combined, recorded, and distributed in a physical or electronic form in order to create awareness and generate decisions or actions. Work performance report are the physical or electronic representations of work performance information intended to generate decisions, actions, or awareness. Examples: Status Reports and Progress Reports. May also contain earned value graphs and information, trend lines, and forecasts, reserve burndown charts, defect histograms, contract performance information, and risk summaries. These can be presented as dashboards, heat reports, stop light charts, or other representations useful for creating awareness and generating decisions and actions.