2013-5thedition Changes SOE 20130313 Final

Mar 2013 Based on PMBOK 5th Edition

Unauthorized Distribution not allowed 1

1 PMBOK 5th Edition Changes Presentation

PMBOK 5th Edition Changes

By: Mohamed Arafa, M.Sc. PMP, RMP, MVP

For more information , please visit: www.officena.net/pmp

[email protected]


Contents

Preface

Q&A

Integration

Management

4

Scope

Management

5

Time

Management

6

Cost

Management

7

Quality

Management

8

Communication

Management

10

HR

Management

9

Risk

Management

11

Procurement

Management

12

Introduction

1 Org. Influence

And

Project Life

Cycle

2

Project Mgmt

Processes for

a Project

3

Stakeholders

Management

13

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Preface

What is PMI ?

o PMI is the world’s leading not-for-profit

membership association for the project

management profession, with more than half a

million members and credential holders in 185

countries.


PMI Credentials

PMP

CAPM

PMI-SP

PMI-RMP

PGMP

ACP

PMI

Up to 31 Dec 2012

PMBOK 5th Edition Changes Presentation

510,434

834

20,157

1805

809

2,063



PMI Today


PMBOK® 4th Edition 42 PM Processes

6 PMBOK 5th Edition Changes Presentation 6

Initiating Planning ExecutingMonitoring &

ControllingClosing

•4.1 Dev. Project

Charter

•4.4 Monitor and Control

Project Work

•4.5 Peform Integrated

Change Control

•5.1 Collect Requirements •5.4 Verify Scope

•5.2 Define Scope •5.5 Control Scope

•5.3 Create WBS

•6.1 Define Activities

•6.2 Sequence Activities

•6.3 Estimate Activity Resources

•6.4 Estimate Activity Durations

•6.5 Develop Schedule

•7.1 Estimate Costs

•7.2 Determine Budget

08 Quality•8.1 Plan Quality •8.2 Perform Quality

Assurance

•8.3 Perform Quality

Control

•9.2 Acquire Project Team

•9.3 Develop Project Team

•9.4 Manage Project Team

•10.3 Distribute Information

•10.4 Manage Stakeholder

Expectations

•11.1 Plan Risk Management

•11.2 Identify Risks

•11.3 Perform Qualitative Risk Analysis

•11.4 Perform Quantitative Risk Analysis

•11.5 Plan Risk Responses

12 Procurement•12.1 Plan Procurements •12.2 Conduct Procurements •12.3 Administer

Procurements

•12.4 Close

Procurments

10

Communication

•10.1 Idetify

Stakeholders

•10.2 Plan Communications •10.5 Report

Performance

11 Risk

•11.6 Monitor and Control

Risks

07 Cost•7.3 Control Costs

09 Human

Resource

Management

•9.1 Develop Human Resource Plan

05 Scope

06 Time

•6.6 Control Schedule

Knowledge

Areas

Project Management Process Groups (PMBOK® 4th Edition)

04 Integration

•4.2 Develop Project Management Plan •4.3 Direct and Manage

Project Execution

•4.6 Close Project

or Phase



Main Changes


PMBOK 4th Edition

PMBOK 5th Edition

Process Groups

5 5

Knowledge Areas

9 10

Processes 42 47

Pages 345 pages + Appendices

461 pages + Appendices

467 589


PMBOK® Processes 5th edition 47 Processes

Initiating Planning ExecutingMonitoring &

ControllingClosing

4.1 Dev. Project

Charter

4.4 Monitor and Control

Project Work

4.5 Peform Integrated

Change Control

5.1 Plan Scope Management 5.5 Validate Scope

5.2 Collect Requirements 5.6 Control Scope

5.3 Define Scope

5.4 Create WBS

6.1 Plan Schedule Management

6.2 Define Activities

6.3 Sequence Activities

6.4 Estimate Activity Resources

6.5 Estimate Activity Durations

6.6 Develop Schedule

7.1 Plan Cost Management

7.2 Estimate Costs

7.3 Determine Budget

08 Proejct Quality

Management

8.1 Plan Quality Management 8.2 Perform Quality

Assurance

8.3 Control Quality

9.1 Plan Human Resource Management 9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

10 Proejct

Communication

Management

10.1 Plan Communications

Management

10.2 Manage

Communications

10.3 Control

Communications

11.1 Plan Risk Management

11.2 Identify Risks

11.3 Perform Qualitative Risk Analysis

11.4 Perform Quantitative Risk Analysis

11.5 Plan Risk Responses

12.1 Plan Procurement Management 12.2 Conduct

Procurements

12.3 Control

Procurements

12.4 Close

Procurments

13 Proejct

Stakeholders

Management

13.1 Idetify

Stakeholders

13.2 Plan Stakeholders Management 13.3 Manage Stakeholders

Engagement

13.4 Control

Stakeholders

Engagement

11 Proejct Risk

Management

11.6 Monitor and

Control Risks

12 Proejct

Procurement

Management

09 Proejct Human

Resource

Management

07 Proejct Cost

Management

7.4 Control Costs

05 Proejct Scope

Management

06 Proejct Time

Management

6.7 Control Schedule

Knowledge

Areas

Project Management Process Groups (PMBOK® 5th Edition)

04 Proejct

Integration

Management

4.2 Develop Project Management Plan 4.3 Direct and Manage

Project Execution

4.6 Close Project

or Phase



Main Changes


Additions

5.1 Plan Scope Management—added

6.1 Plan Schedule Management—added

7.1 Plan Cost Management—added

13.2 Plan Stakeholder Management—added

13.4 Control Stakeholders Engagement—added

Main Changes


Control X

8.3 Perform Quality Control—changed to Control Quality

10.5 Report Performance—changed to Section 10.3 Control Communications

11.6 Monitor and Control Risks—changed to Control Risks

12.3 Administer Procurements—changed to Control Procurements

Plan xxxx Management

8.1 Plan Quality—changed to Plan Quality Management

9.1 Develop Human Resource Plan—changed to Plan Human Resource

Management

10.2 Plan Communications—changed to Section 10.1 Plan Communications

Management

12.1 Plan Procurements—changed to Plan Procurement Management



Main Changes


Misc Changes

4.3 Direct and Manage Project Execution—changed to Direct and

Manage Project Work

5.5 Verify Scope—changed to Validate Scope

10.4 Manage Stakeholder Expectations—changed to Section 13.3

Manage Stakeholders Engagement

10.3 Distribute Information—changed to Section 10.2 Manage

Communications

10.1 Identify Stakeholders—moved to Section 13.1 Identify

Stakeholders

DIKW (Data, Information, Knowledge, Wisdom) model used in the field of Knowledge Management.

oWork Performance Data

oWork Performance Information

oWork Performance Reports




Information flow in 4th edition


Direct and Manage Project Work

Monitoring and controlling processes

Report Performance

Work Performance measurements

Performance Reports

Work Performance Information

DIKW Model PMBOK 5th Edition


Direct and Manage Project Work

Control Scope , Schedule , Costs , Quality , Communications, Procurements, Risks , Stakeholders Engagement , and Validate Scope

Work Performance Data

Monitor and Control Project Work

Work Performance Information

Work Performance Reports



Project Management Office (PMO)

PMBOK 5th Edition Changes Presentation 15

PMBOK 4th Edition PMBOK 5th Edition

An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain.

A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

PMO Types

1.4.4 Project Management Office


Take Control

Directly Manage

Support

Compliance

Consulted

Repository

Supportive Controlling Directive

Degree of Control



1.8 Enterprise Environmental Factors


Conditions, not under the control of the project team, that influence, constrain, or direct the project

Both internal and external environmental factors that surround or influence a project’s success

2.3 Stakeholders


A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.

Stakeholders are persons or organizations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project



Sponsor


Sponsor:

A sponsor is the person or group who provides resources and support for the project and is accountable for enabling success.

The sponsor may be external or internal to the project manager’s organization.

Sponsor:

A sponsor is the person or group that provides the financial resources, in cash or in kind, for the project.

Program Management

PMP Preparation Course 20

A program is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.

program is defined as a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.



Project Governance


Project governance is an oversight function that is aligned with the organization’s governance model and that encompasses the project lifecycle.

Project Success


The success of the project should be measured in terms of completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the project managers and senior management.

To ensure realization of benefits for the undertaken project, a test period (such as soft launch in services) can be part of the total project time before handing it over to the permanent operations.

Project success should be referred to the last baselines approved by the authorized stakeholders.



Project Life Cycle Approaches

Predictive or plan Driven

Iterative and

Incremental Life Cycle

Adaptive or Change Driven (Agile)


Chapter 03: Project Management Processes for a Project

Initiating Process Group

Planning Process Group

Executing Process Group

Monitoring and Controlling Process Group

Closing Process Group




Chapter 04: Project integration Management


Bringing the pieces Together

Chapter 04: Project integration Management


Project Integration Management includes the processes and activities needed to:

identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.



4th Edition 5th Edition

4.1 Develop Project Charter

4.1 Develop Project Charter

4.2 Develop Project management Plan

4.2 Develop Project management Plan

4.3 Direct and manage Project execution

4.3 Direct and manage Project Work

4.4 monitor and Control Project work

4.4 monitor and Control Project work

4.5 Perform Integrated Change Control

4.5 Perform Integrated Change Control

4.6 Close Project or Phase

4.6 Close Project or Phase

Project integration Management Processes


4.1 Develop Project Charter ITTO


Inputs Tools & Techniques Outputs

.1 Project statement of

work

.1 Expert judgment .1 Project

charter

.2 Business case 2. Facilitation techniques

.3 Contract Agreements

.4 Enterprise

environmental factors

.5 Organizational process

assets



4.2 Develop Project mgmt Plan ITTO


Inputs Tools &

Techniques

Outputs

.1 Project charter .1 Expert

judgment

.1 Project

management plan

.2 Outputs from Other processes 2. Facilitation

Techniques

.3 Enterprise environmental

factors

.4 Organizational process assets

4.3 Direct and manage Project Work ITTO



.1 Project

management plan

.1 Expert judgment .1 Deliverables

.2 Approved change

requests

.2 Project

management

information system

.2 Work performance

information Data

.3 Enterprise


3. Meetings .3 Change requests

.4 Organizational

process assets

.4 Project

management plan

updates

.5 Project document

updates



4.4 monitor and Control Project work ITTO


Inputs Tools & Techniques Outputs .1 Project management plan .1 Expert judgment .1 Change requests

.2 Schedule forecasts .2 Analytical

techniques

.2 Work Performance Reports

.3 Cost forecasts .3 Project management

information system

.3 Project management

plan updates

.4 Validated changes .4 Meetings .4 Project document

updates

.5 Performance reports

Work performance information


factors


assets

4.5 Perform Integrated Change Control ITTO

32 PMP Preparation Course

Inputs Tools &

Techniques

Outputs

.1 Project

management plan

.1 Expert judgment .1 Approved Change

request status updates

.2 Work performance

information Reports

.2 Meetings .2 Change Log

.3 Change requests .3 Change control

meetings Tools


plan updates

.4 Enterprise

environmental

factors

.3 Project document

updates

.5 Organizational

process assets



4.6 Close Project or Phase ITTO



.1 Project

management plan

.1 Expert judgment .1 Final product,

service, or result

transition

.2 Accepted

deliverables

.2 Analytical

techniques

.2 Organizational

process assets

updates

.3 Organizational

process assets

3. Meetings

Chapter 5: Project Scope Management


What are we doing?



Chapter 5: Project Scope Management

Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.



5.1 Plan Scope Management

5.1 Collect Requirements

5.2 Collect Requirements

5.2 Define Scope

5.3 Define Scope

5.3 Create WBS

5.4 Create WBS

5.4 Verify Scope

5.5 Validate Scope

5.5 Control Scope

5.6 Control Scope

Project Scope Management Processes




5.1 Plan Scope Management ITTO




plan

.1 Expert judgment .1 Scope

management plan

.2 Project charter .2 Meetings .2 Requirements

management plan

.4 Enterprise


.5 Organizational

process assets

5.2 Collect Requirements ITTO



.1 Scope

management plan

.1 Interviews .1 Requirements

documentation

.2 Requirements

management plan

.2 Focus groups .2 Requirements

management plan

.2 Stakeholder

management plan

.3 Facilitated

workshops

.2 Requirements

traceability matrix

.4 Project charter .4 Group creativity

techniques

.5 Stakeholder

register

.5 Group decision

making techniques

Tools & Techniques

6. Questionnaires and

surveys

.9 Benchmarking

7.Observations .10 Context Diagraming

8.Prototypes .11 Document Analysis



5.3 Define Scope ITTO



.1 Scope management

plan

.1 Expert judgment .1 Project scope

statement

.2 Project charter .2 Product analysis .2 Project document

updates

.3 Requirements

documentation

.3 Alternatives

identification

generation

.4 Organizational

process assets

.4 Facilitated

workshops

5.4 Create WBS ITTO


Inputs Tools &

Techniques

Outputs

. 1 Scope management

plan

.1 Decomposition .1 WBS

.1 Project scope

statement

.2 Expert

judgment

.2 WBS dictionary

.2 Requirements

documentation

.1 Scope baseline

.4 Enterprise


.2 Project document

updates

.5 Organizational

process assets



5.5 Validate Scope ITTO


Inputs Tools &

Techniques

Outputs


plan

.1 Inspection .1 Accepted

deliverables

.2 Requirements

documentation

.2 Group decision

making techniques

.2 Change requests

.3 Requirements

traceability matrix

.3 Work performance

Information

.4 Validated Verified

deliverables

.4 Project document

updates

.5 Work performance

data

5.6 Control Scope ITTO



.1 Project

management plan

.1 Variance analysis .1 Work performance

measurements

Information

.2 Requirements

documentation

.2 Change requests

.3 Requirements

traceability matrix

.3 Project

management plan

updates

.4 Work performance

information data

.4 Project document

updates

.5 Organizational

process assets

.5 Organizational

process assets updates



Chapter 6: Project Time management

How long will it take?


Chapter 6: Project Time management

Project Time Management includes the processes required to manage timely completion of the project.





6.1 Plan Schedule Management













Project Time Management Processes

45

6.1 Plan Schedule Management ITTO




plan

.1 Expert judgment .1 Schedule

management plan

.2 Project charter .2 Analytical

techniques

.4 Enterprise


.3 Meetings

.5 Organizational

process assets



6.2 Define Activities ITTO


Inputs Tools &

Techniques

Outputs

.1 Schedule management

plan

.1 Decomposition .1 Activity list

.2 Scope baseline .2 Rolling wave

planning

.2 Activity attributes

.3 Enterprise


.3 Templates .3 Milestone list

.4. Organizational

process assets

.3 Expert judgment

6.3 Sequence Activities ITTO



.1 Schedule

management plan

.1 Precedence

diagramming method

(PDM)

.1 Project schedule

network diagrams

.2 Activity list

.2 Dependency

determination

.2 Project document

updates

.3 Activity attributes .3 Applying Leads

and lags

.4 Milestone list

.4 Schedule network

templates

.5 Project scope

statement

.6 EEFs

.7 OBAs



6.4 Estimate Activity Resources ITTO



.1 Schedule

management plan

.1 Expert judgment .1 Activity resource

requirements

.2 Activity list .2 Alternatives

analysis

.2 Resource

breakdown structure

.3 Activity attributes .3 Published

estimating data

.3 Project document

updates

.4 Resource calendars .4 Bottom-up

estimating .5 Risk Register

.6 Activity cost

estimates .5 Project

management software

.9 EEFs

.8 OBAs

6.5 Estimate Activity Durations ITTO



.1 Schedule management plan

.1 Expert judgment .1 Activity duration

estimates

.2 Activity list .2 Analogous

estimating

.2 Project document

updates

.3 Activity attributes .3 Parametric

estimating

.4 Activity resource

requirements

.4 Three-point

estimates

.5 Resource calendars .5 Group decision-

making techniques .6 Project scope statement

.7 Risk Register .6 Reserve analysis

.8 Resource Breakdown

Structure

.9 EEFs

.10 OBAs



6.6 Develop Schedule ITTO



.1 Schedule management

plan

.1 Schedule network analysis .1 Schedule baseline

.2 Activity list .2 Critical path method .2 Project schedule

.3 Activity attributes .3 Critical chain method .3 Schedule data

.4 Project schedule

network diagrams

.4 Resource leveling

Optimization Techniques

.4 Project calendars


requirements

.5 What-if scenario analysis

Modeling Techniques


plan updates.

.6 Resource calendars .6 Applying Leads and lags

.7 Activity duration

estimates

.7 Schedule compression .6 Project document

updates

.8 Project scope statement .8 Scheduling tool

.9 Risk Register Tools & Techniques

.10 Project Staff

Assignment

.12 EEFs

.11 Resource Breakdown Structure

.13 OBAs

6.7 Control Schedule ITTO




plan

.1 Performance reviews .1 Work performance

measurements

Information

.2 Project schedule .2 Project management

software

.2 Schedule Forecasts

.3 Work performance

information Data

.3 Resource leveling

Optimization Techniques .3 Change requests

.4 Project Calendars .4 What-if scenario

analysis Modeling

Techniques


plan updates

.5 Schedule Data .5 Applying Leads and lags .5 Project document

updates

.6 OBAs .6 Schedule compression .6 OBAs updates

.7 Scheduling tool

Variance analysis



Chapter 7: Project Cost Management

How much will it cost?


Chapter 7: Project Cost Management

Project Cost Management includes the processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.





7.1 Plan Cost Management

7.1 Estimate Costs

7.2 Estimate Costs



7.3 Control Costs

7.4 Control Costs

Project Cost Management Processes


7.1 Plan Cost Management ITTO




plan

.1 Expert judgment .1 Cost management

plan

.2 Project charter .2 Analytical

techniques

.

.4 Enterprise


.3 Meetings

.5 Organizational

process assets



7.2 Estimate Costs ITTO



.1 Cost management

plan

.1 Expert judgment .1 Activity cost

estimates

.2 Human resource

Management plan

.2 Analogous estimating .2 Basis of

estimates

.3 Scope baseline .3 Parametric estimating .3 Project

document updates .4 Project schedule .4 Bottom-up estimating

.5 Risk register .5 Three-point estimates

.6 Enterprise


.6 Reserve analysis

.7 OBAs .7 Cost of quality


estimating software

.9 Vendor bid analysis

.10 Group Decision

Making Techniques

7.3 Determine Budget ITTO


Inputs Tools &

Techniques

Outputs

. .1 Cost management

plan

.1 Cost

aggregation

.1 Cost performance

baseline

.2 Scope baseline .2 Reserve

analysis

.2 Project funding

requirements

.3 Activity cost estimates .3 Expert

judgment

.3 Project document

updates

.4 Basis of estimates .4 Historical

relationships .5 Project schedule

.6 Resource calendars

.7 Risk Register .5 Funding limit

reconciliation .8 Contracts Agreements

.9 OBAs



7.4 Control Costs ITTO



.1 Project

management plan

.1 Earned value

management

.1 Work performance

measurements Information

.2 Project funding

requirements

.2 Forecasting .2 Budget Cost forecasts

.3 Work

performance

information Data

.3 To-complete

performance index

(TCPI)

.3 Change requests

.4 Organizational

process assets

.4 Performance reviews . Project management plan

updates


software

.5 Project document

updates

.6 Variance analysis

Reserve Analysis


assets updates

Chapter 8: Project Quality Management

What are the Specs & How are we going to meet them?





8.1 Plan Quality

8.1 Plan Quality Management

8.2 Perform Quality Assurance

8.2 Perform Quality Assurance

8.3 Perform Quality Control

8.3 Control Quality

Project Quality Management Processes


8.1 Plan Quality ITTO



.1 Scope baseline

Schedule baseline

Cost performance

baseline

Project Management

Plan

.1 Cost-benefit analysis .1 Quality management

plan

.2 Cost of quality .2 Process improvement

plan

.3 Control charts , - Flowcharting

Seven basic quality tools

.3 Quality metrics

.2 Stakeholder

register

.4 Benchmarking .4 Quality checklists

. 3 Risk register .5 Design of experiments .5 Project document

updates . 4 Requirements

Documentation .6 Statistical sampling

. 5 Enterprise

environmental factors .7 Additional quality planning

Tools .6 Organizational

process assets

.8 Proprietary quality management

methodologies Meetings



8.2 Perform Quality Assurance ITTO



.1 Project Quality

management plan

.1 Plan Quality and

Perform Quality

Management and

Control tools and

techniques

.1 Change requests

.2 Process

Improvement Plan

.2 Project

management plan

updates

.2 Quality metrics .2 Quality audits

.3 Project document

updates

.3Work performance

information Quality

control measurements

.3 Process analysis

.4 OBAs Updates

.4 Project Documents

8.3 Perform Quality Control ITTO




plan

.1 Cause and effect

Diagrams, Control charts,

Flowcharting, Histogram,

Pareto chart, Run chart,

Scatter diagram

Seven Basic Quality Tools

.1 Quality control

measurements

.2 Quality metrics .2 Validated changes

.3 Quality checklists .3 Validated deliverables

4 Work performance

measurements Data .2 Statistical sampling

.4 Work Performance

information .5 Approved change

requests

.3 Inspection

.5 Change requests

.6 Deliverables

.4 Approved change request

review. .6 Project management plan

updates

.7 Project Documents .7 Project document

updates

.8 Organizational

process assets

Organizational process

assets updates



Chapter 09: Project Human Resource

management

Who will do it?


Chapter 09: Project Human Resource

management Project Human Resource Management

includes the processes that organize, manage, and lead the project team





9.1 Develop Human Resource Plan

9.1 Plan Human Resource Management

9.2 Acquire Project Team

9.2 Acquire Project Team





Project HR Management Processes


9.1 Plan Human Resource Management ITTO



.1 Project

management plan

.1 Organization charts

and position

descriptions

.1 Human resource

management plan


requirements

.2 Networking

.3 Enterprise


.3 Organizational

theory

.4 Organizational

process assets

4. Expert Judgment

.5 Meetings



9.2 Acquire Project Team ITTO


Inputs Tools &

Techniques

Outputs

.1 Project Human Resource

management plan

.1 Pre-assignment .1 Project staff

assignments


factors

.2 Negotiation .2 Resource

calendars


assets

.3 Acquisition .3 Project

management plan

updates

.4 Virtual teams

.5 Multi-criteria

decision analysis

9.3 Develop Project Team ITTO



1 Project Human

Resource

management plan

.1 Interpersonal skills .1 Team performance

assessments

.2 Project staff

assignments

.2 Training .2 EEFs Updates

.3 Resource

calendars

.3 Team-building

activities

.4 Ground rules

.5 Co-location

.6 Recognition and

rewards

.7 Personnel assessment

tools



9.4 Manage Project Team ITTO


Inputs Tools &

Techniques

Outputs

.1 1 Project Human

Resource

management plan

.1 Observation and

conversation

.1 Change requests

.2 Project staff

assignments

.2 Project

performance

appraisals


plan updates

.3 Team performance

assessments

.3 Conflict

management


Updates

.4 Issue log .4 Interpersonal

skills

.4 EEFs updates

.5 Work Performance

reports

.4 Issue log

.5 OPAs Updates

.6 OPAs

Chapter 10: Project Communications

management

Who should know

What When and How? 72 PMBOK 5th Edition Changes Presentation



Project Communications Management includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information.


Chapter 10: Project Communications

management


10.1 Identify Stakeholders

Moved to 13.1

10.2 Plan Communications

10.1 Plan Communications Management

10.3 Distribute Information

10.2 Manage Communications

10.4 Manage Stakeholder Expectations

Moved to 13.3

10.5 Report Performance

10.5 Control Communications

Project Communication Management Processes




10.1 Plan Communications ITTO



.1 Project

Management Plan

.1 Communication

requirements analysis

.1 Communications

management plan

.2 Stakeholder register .2 Communication

technology

.2 Project document

updates

.3 Enterprise


.3 Communication

models

.4 Organizational

process assets

.4 Communication

methods

Stakeholder

management strategy

.5 Meetings

10.2 Manage Communications ITTO



.1 Project

Communications

management plan

.1 Communication

Technology

.1 Project

communications

.2 Work Performance

reports

.2 Communication

Models

.2 Project

management plan

updates

.3 EEFs .3 Communication

methods


Updates

.4 Organizational

process assets

.4 Information

Management systems

.4 OPAs Updates

.5 Performance

reporting

Information

Distribution Tools



10.3 Control Communications ITTO



.1 Project

management plan

.1 Information management systems

.1 Work Performance

reports Information

.2 Project

communications

.2 Expert judgment .2 Change requests

.3 Issue Log .3 Meetings .3 Project

management plan

updates

.4 Work performance

Information Data

.1 Variance analysis .4 Project documents

updates

.5 Organizational

process assets

.2 Forecasting methods .5 OPAs updates

.6 Work Performance

measurements

.3 Communication

methods

.7 Budget forecasts .4 Reporting systems

Chapter 11: Project Risk Management

What are the threats and opportunities? And how to deal with them?




Chapter 11: Project Risk Management

Systematic process of identifying, analyzing and responding to project risk.





11.2 Identify Risks

11.2 Identify Risks







11.6 Monitor and Control Risks

11.6 Control Risks

Project Risk Management Processes




11.1 Plan Risk Management ITTO


Inputs Tools & Techniques Outputs 1 .1 Project management

plan

.1 Analytical

techniques

.1 Risk

management

plan 2 .2 Project charter .2 Expert judgment 3 .3 Stakeholder register .3 Meetings

4 .4 Enterprise


Planning meetings

and analysis 5 .5 Organizational

process assets 6 Project scope statement

Schedule, Cost, and

Communications

management plans

11.2 Identify Risks ITTO


Inputs Tools & Techniques Outputs 1 .1 Risk management plan .1 Documentation reviews .1 Risk register

2 .2 Cost management plan .2 Information gathering

techniques 3 .3Schedule management plan .3 Checklist analysis

4 .4 Quality management plan .4 Assumptions analysis 5 .5 Human resource

management plan

.5 Diagramming

techniques 6 .6 Scope baseline .6 SWOT analysis 7 .7 Activity cost estimates .7 Expert judgment

8 .8 Activity duration estimates

9 .9 Stakeholder register Tools & Techniques

10 .10 Project documents


factors

11 .11 Procurement documents .13 Organizational process

assets



11.3 Perform Qualitative Risk Analysis ITTO


Inputs Tools &

Techniques

Outputs

1 .1 Risk

management plan

.1 Risk probability and

impact assessment

.1 Project

Documents updates 2 .2 Project scope

statement Scope

baseline

.2 Probability and

impact matrix

Risk register

updates

3 .3 Risk register .3 Risk data quality

assessment 4 .4 EEFs .4 Risk categorization 5 .5 OPAs

.5 Risk urgency

assessment 6 .6 Expert judgment

11.4 Perform Quantitative Risk Analysis ITTO


Inputs Tools &

Techniques

Outputs

1 .1 Risk management

plan

.1 Data gathering and

representation

techniques

.1 Project

Documents updates

2 .2Cost management

plan

.2 Quantitative risk

analysis and

modeling techniques

Risk register

updates

3 .3 Schedule

management plan

.3 Expert judgment

4 .4 Risk register

5 .5 EEFs

6 .6 Organizational

process assets



11.5 Plan Risk Responses ITTO


Inputs Tools &

Techniques

Outputs

1 .1 Risk management

plan

.1 Strategies for

negative risks or

threats

Project

management plan

updates

2 .2 Risk register

.2 Strategies for

positive risks or

opportunities

Project document

updates

3 .3 Contingent

response strategies

Risk register

updates

4. Expert judgment Risk-related

contract decisions

11.6 Monitor and Control Risks ITTO


Inputs T&T Outputs 1 .1 Project

management plan

.1 Risk

reassessment

.1 Work performance

information 2 .2 Risk register

.2 Risk audits .2 Change requests

3 .3 Work

performance

information Data

.3 Variance and

trend analysis


plan updates

4 .4 Work

Performance

reports

.4 Technical

performance

measurement

.4 Project document

updates

5 .5 Reserve analysis .5 Organizational

process assets updates 6 .6 Status Meetings Risk register updates



Chapter 12: Project Procurements

management

What to buy & How?


Chapter 12: Project Procurements

management

Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. The organization can be either the buyer or seller of the products, services, or results of a project.





12.1 Plan Procurements

12.1 Plan Procurement Management

12.2 Conduct Procurements

12.2 Conduct Procurements

12.3 Administer Procurements

12.3 Control Procurements

12.4 Close Procurements

12.4 Close Procurements

Project Procurement Management Processes


12.1 Plan Procurements ITTO


Inputs Tools &

Techniques

Outputs

.1 Scope baseline , Cost

performance baseline Project

management plan.

.1 Make-or-buy

analysis

.1 Procurement

management plan

.2 Requirements documentation .2 Expert

judgment

.2 Procurement statements

of work

.3 Risk register .3 Market

research

.3 Procurement documents

.4 Activity resource requirements .4 Meetings .4 Source selection criteria

.5 Project schedule Contract types .5 Make-or-buy decisions

.6 Activity cost estimates .6 Change requests

.7 Stakeholder register .7 Project documents

updates.

.8 Enterprise environmental factors

.9 Organizational process assets

.10 Risk-related contract decisions

.11 Teaming agreements



12.2 Conduct Procurements ITTO



.1 Project management plan .1 Bidder conferences .1 Selected sellers

.2 Procurement documents .2 Proposal evaluation

techniques

.2 Procurement

contract award

Agreements .3 Source selection criteria .3 Independent

estimates

.4 Seller proposals .4 Expert judgment .3 Resource calendars

.5 Project documents .5 Advertising .4 Change requests

.6 Make-or-buy decisions .6 Analytical

techniques

.5 Project

management plan

updates .7 Procurement statement of

work

.7 Procurement

negotiations

.8Organizational process

assets

.8 Internet search .6 Project document

updates

.9 Qualified seller list

.10 Teaming agreements

12.3 Control Procurements ITTO




plan

.1 Contract change

control system

.1 Work Performance

information

.2 Procurement

documents

.2 Procurement

performance reviews

.2 Change requests

.3 Contract Agreements .3 Inspections and audits .3 Project management

plan updates

.4 Approved change

requests

.4 Performance reporting .4 Project documents

updates

.5 Work Performance

reports

.5 Payment systems .5 Organizational


.6 Work performance

information Data

.6 Claims administration Procurement

documentation

.7 Records management

system



12.4 Close Procurements ITTO



.1 Project

management plan

.1 Procurement audits .1 Closed

procurements

.2 Procurement

documentation

.2 Negotiated

settlements

Procurement

negotiations

.2 Organizational

Process Assets

Updates

.3 Records

management system

Chapter 13: Stakeholders Management

Stakeholders





10.1 Identify Stakeholders 13.1 Identify Stakeholders

13.2 Plan Stakeholder Management

10.4 Manage Stakeholders Expectations

13.3 Manage Stakeholders Engagement

13.4 Control Stakeholders Engagement

Project Stakeholders Management Processes


13.1 Identify Stakeholders ITTO



.1 Project charter .1 Stakeholder analysis .1 Stakeholder

register

.2 Procurement

documents

.2 Expert judgment .2 Stakeholder

management strategy

.3 Enterprise


.3 Meetings

.4 Organizational

process assets



13.2 Plan Stakeholders Management ITTO




plan

.1 Expert judgment .1 Stakeholder

management plan

.2 Stakeholder register .2 Meetings

.2 Project documents

updates

.4 Enterprise


.3 Analytical

techniques

.5 Organizational

process assets

Project charter

13.3 Manage Stakeholder Engagement ITTO


Inputs Tools &

Techniques

Outputs

.1 Stakeholder register

management plan

.1 Communication

methods

.1 Issue Log


plan Communications

management plan

.2 Interpersonal

skills

.2 Change requests

.3 Change log .3 Management

skills

.3 Project

management plan

updates


assets

.4 Project document

updates

.Stakeholder

management strategy

.5 Organizational


. Issue log



13.4 Control Stakeholder Engagement ITTO




plan

.1 Information

management systems

.1 Work performance

information

.2 Issue log .2 Expert Judgment .2 Change requests

.3 Work Performance

data

.3 Meetings .3 Project

management plan

updates

.4 Project documents

4 Project document

updates

.5 OPAs Updates

The End

Q & A


Thanks and Good Luck

2013-5thedition Changes SOE 20130313 Final

Documents

Transcript of 2013-5thedition Changes SOE 20130313 Final