Project Management Professional (PMP)_Processes_PMBOK

8/2/2019 Project Management Professional (PMP)_Processes_PMBOK

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Initiating Planning Executing Monitoring&Control. Closing

4.1 Develo 4.2 Develo Pro ect 4.3 D irect & Mana e Pro ect 4.4 Monitor & Control Pro ect 4.6 Close Pro ect or

ProjectManagementProcessGroups

.

ProjectCharter

Management Plan

Execution

Work

4.5 PerformIntegrated

ChangeControl

Phase

5.Scope 5.1CollectRequirements5.2DefineScope

5.3CreateWBS

5.4VerifyScope

5.5ControlScope

6

5

6.Time 6.1DefineActivities

6.2 SequenceActivities

6.3EstimateActivity

Resources

6.4EstimateActivity

Durations

6.6ControlSchedule

6

s . eve op c e u e

7.Cost 7.1EstimateCosts7.2Determine Budget

7.3ControlCosts

8.Quality 8.1

Plan

Quality 8.2

Perform Quality

Assurance 8.3

Perform Quality

Control

9.1DevelopHuman 9.2 AcquireProjectTeam

3

edg

eArea

3

.

ResourcesResourcesPlan 9.3DevelopProjectTeam

9.4ManageProjectTeam

10.Communication 10.1 IdentifyStakeholders

10.2PlanCommunications 10.3DistributeInformation

10.4ManageStakeholders

Expectations

10.5ReportPerformance

5

4

Knowl

. . Management11.2IdentifyRisks

11.3PerformQualitative

RiskAnalysis

11.4PerformQuantitative

RiskAnalysis

11.5 Plan Risk Res onses

.

6

12. Procurement 12.1PlanProcurements 12.2ConductProcurements 12.3Administer Procurements 12.4Close

Procurements

2

4

20 8 10 2 42


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.

Inputs

1. Project StatementofWork

Outputs1. ProjectCharter

Tool&Techniques1. ExpertJudgment

. us ness ase

3. Contract

4. EnterpriseEnvironmental

Factors

5. OrganizationalProcess

ProjectCharterdocumentsbusinessneeds,current

understandingofthecustomersneedsandthe

newproduct,service,orresultthatitisintendedto

satisfy,such

as:

Projectpurposeorjustification

ProjectStatementofWork

Businessneed

Productscopedescription

Strategicplan

BusinessCase

EnterpriseEnvironmentalFactors

Governmentalorindustry

standards

Organizationinfrastructure

Marketplaceconditions

Measurableprojectobjectivesandrelated

successcriteria

Highlevelrequirements

Highlevelprojectdescription

Highlevelrisks

Marketdemand

Organizationalneed

Customerrequest

Technologicaladvance

Legalrequirements

OrganizationalProcess

Assets

Organizationalstandard

processes,policies,and

standardizedprocess

definitions

Summary

mi estone

sc e u e Summarybudget

Projectapprovalrequirements

Assignedprojectmanager,responsibility

andauthoritylevel

Ecologicalimpacts

Socialneed

Historicalinformation&

lessonslearned

person(s)authorizingtheprojectcharter


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.

Inputs1. ProjectCharter

2. ProcurementDocuments

Outputs1. StakeholderRegister

2. StakeholderMana ement

Tool&Techniques1. StakeholderAnalysis

2. Ex ertJud ment


Factors


Assets

Strategy(seenextslidefordetails)

Enter rise Environmental Factors

StakeholderRegister

IdentificationInformation

Assessmentinformation

Organizationalorcompany

cultureandstructure

Governmentalorindustry

standards

OrganizationalProcessAssets

Sta e o erc assi ication

StakeholderManagementStrategy

Definesanapproachto

increasethesupportand

minimizenegativeimpactsof

Stakeholdersregister

templates

Lessonslearned

StakeholderregistersStakeholder

Stakeholder

Interest(s)inthe

Project

Assessmentof

Impact

PotentialStrategiesforGainingSupportor

ReducingObstacles

SampleStakeholder

Analysis

Matrix


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1.Stakeholder Analysis

Itisthetechniqueofsystematicallygatheringandanalyzingquantitativeandqualitativeinformationtodeterminewhose

interestshouldbetakenintoaccountthroughouttheproject.

Step1:IDallpotentialstakeholders

Step

2:

ID

the

potential

impact

or

support Power/Interestgrid

Power/Influencegrid

Influence/Impactgrid

, , .

Step3:Assesshowkeystakeholdersarelikelytoreactorrespond

Power/InterestGridwithStakeholders

. xper u gmen

Lookfor

senior

management,

ID

key

stakeholders,

PM,

subject

matter

experts

(SME),

industry

groups

and

consultants

&professionalandtechnicalassociations.


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.


2. Out utsfromPlannin

Outputs1. ProjectManagementPlan


Processes


Factors


Assetsnterpr se nv ronmenta actors

Organizationalorcompanycultureand

structure

Governmentalorindustrystandards

Projectmanagementinformationsystems

InfrastructureOrganizationalProcessAssets

Standardizedguidelines

Projectmanagementplantemplate

Changecontrolprocedures

Projectfilesfrompastprojects

Historicalinfo&lessonslearned

Configuration

management

knowledge

base


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.


2. StakeholderRe ister

Outputs1. Requirements

Documentation

Tool&Techniques1. Interviews

2. FocusGrou s

2. RequirementsManagement

Plan

3. RequirementsTraceability

Matrix

3. FacilitatedWorkshops

4. GroupCreativityTechniques

5. GroupDecisionMakingTechniques

6. Questionnaires&

Surveys

7. ObservationsFacilitatedWorkshops RequirementsTraceabilityMatrix

8. Prototypes JointApplicationDevelopment

(JAD)

QualityFunctionDeployment(QFD)

VoiceoftheCustomer(VOC)

GroupCreativityTechniques

Requirementstobusiness

needs,opportunities,goals

andobjectives

Requirementstoproject

objectives

ProductScope:Thefeaturesandfunctions

thatcharacterizeaproduct,service,or

result

Nominalgroup

technique

TheDelphiTechnique

Idea/mindmapping

Affinitydiagram

GroupDecisionMakingTechniques

scope/WBSdeliverables

Requirementstoproduct

design

Requirementstoproduct

developmentProjectScope:Theworkthatneedstobe

accomplishedtodeliveraproduct,

service,

or

result

with

the

specified

featuresandfunctions

Unanimity

Majority

Plurality

Dictatorship

Requirementstoteststrategy

andtestscenarios

High

level

requirements

to

moredetailedrequirements


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.


2. Re uirements

Outputs1. ProjectScopeStatement

2. Pro ectDocumentU dates


2. ProductAnal sis

Documentation


Assets

3. AlternativesIdentification

4. FacilitatedWorkshops

ProductAnalysis

Productbreakdown

S stemsanal sis

ProjectScopeStatement

Productscopedescription

Productacceptancecriteria

Projectdeliverables

Requirementsanalysis

Systemsengineering

Valueengineering

Valueanalysis

AlternativesIdentification

Projectconstraints

Projectassumptions

ProjectDocumentUpdates

Stakeholderregister

Requirementsdocumentation

Brainstorming Lateralthinking

Pairwisecomparisons

Requirementstraceability


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.

Inputs1. ProjectScopeStatement

2. Re uirements

Outputs1. WBS

2. WBSDictionar

Tool&Techniques1. Decomposition

Documentation


Assets

3. ScopeBaseline

4. ProjectDocumentUpdates


WBSDictionary

Codeof

accounts

Descri tionofwork Policies,procedures,

andtemplatesforthe

WBS

Projectfilesform

previousprojects

Responsibleorganization

Listofschedulemilestones

Associatedschedule

activities

Resourcesrequired

previousprojects

Cost

estimates Qualityrequirements

Acceptancecriteria

Technicalreferences

Contractinformation

Projectscopestatement

WBS

WBSdictionary


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.

Inputs1. ScopeBaseline

2. Enter riseEnvironmental

Outputs1. ActivityList

2. Activit Attributes

Tool&Techniques1. Decomposition

2. Rollin WavePlannin

Factors


Assets

3. MilestoneList3. Templates

4. ExpertJudgment

EnterpriseEnvironmental

Factors

Projectmanagementinformation

ActivityAttributes

ActivityID

WBSID

system(PMIS)


Existingformalandinformal

activityplanningrelatedpolicies,

procedures,andguidelines

ActivityCode

ActivityDescription

PredecessorActivities

SuccessorActivities

LogicalRelationships essons earne now e ge ase

Leads&

Lags

LevelofEffort(LOE)

DiscreteEffort

ApportionedEffort(AE)


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.

Inputs1. ActivityList


Outputs1. ProjectScheduleNetwork

Dia rams

Tool&Techniques1. PrecedenceDiagrammingMethod

PDM

3. MilestoneList

4. ProjectScopeStatement


Assets

2. ProjectDocumentUpdates2. DependencyDetermination

3. ApplyingLeads&Lags

4. ScheduleNetworkTemplates

PrecedenceDiagramming

Method

(PDM)

FinishtoStart(FS)


Activity

lists Activityattributes

FinishtoFinish(FF)

StarttoStart(SS)

StarttoFinish(SF)

DependencyDetermination

Mandatorydependencies

Ris register

scre onary epen enc es

Externaldependencies

PrecedenceDiagramming

Method

(PDM)


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.



Outputs1. ActivityResource

Re uirements


2. AlternativesAnal sis

3. ResourceCalendars


Factors

5. Organizational

Process

Assets

2. ResourceBreakdown

Structure(RBS)


3. PublishedEstimatingData

4. BottomUpEstimating

5. Projectmanagement

Software ResourceBreakdown

Structure

(RBS)

Labor


Resourceavailabilityandskills


Policesandproceduresregarding

staffing

Material

Equipment

Supplies


Activitylist

Po iciesan proce uresre ating

therentalandpurchaseofsuppliesandequipment

Historicalinformationregarding

typesofresourcesusedinsimilar

c v ya r u es

Resourcecalendars


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.



Outputs1. ActivityDurationEstimates

2. Pro ectDocumentU dates


2. Analo ousEstimatin

3. ActivityResource

Requirements


5. Project

Scope

Statement6. EnterpriseEnvironmental

3. ParametricEstimating

4. ThreePointEstimating

5. ReserveAnalysis

(see:7.1

Estimate

Costs)


Activityattributes

Assumptionsmadein

developingthe

activity

durationestimatesuchasFactors


Assets

ResourceCalendars

Type,availability,andcapabilitiesofHR


Durationestimatingdatabases

killlevelsandavailability

ProjectScope

Statement

Assumptions:

Existingconditions

Availabilityofinformation

Lengthofreportingperiods

Productivitymetrics

Publishedcommercialinformation


Historicaldurationinformation

Projectcalendars

Constrains

Availableskilledresources

Contractterm&requirements

Sc e u ingmet o o ogy

Lessonslearned


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.



Outputs1. ProjectSchedule

2. ScheduleBaseline

Tool&Techniques1. ScheduleNetworkAnalysis

2. CriticalPathMethod

3. ProjectScheduleNetwork

Diagrams

4. ActivityResource

Requirements5. ResourceCalendars

3. ScheduleData


3. CriticalChainMethod

4. ResourceLeveling

5. WhatIfScenarioAnalysis

6. Applying

Leads

&

Lags7. ScheduleCompression

ProjectSchedule

Milestonecharts

6. ActivityDurationEstimates



Factors


8. ScheduleTool

ScheduleCompression

Crashing

Fasttracking

arc ar s

Projectschedulenetworkdiagrams

ScheduleData

Resourcerequirementsbytime

period

Alternative schedules


Factors

Schedulingtoolthatcanbe

usedindevelopingthe

schedule

Or anizationalProcessAssets

Schedulingof

contingency

reserves


Activityresourcerequirements

Activityattributes

Calendar

Schedulingmethodology

Projectcalendar

Riskregister


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.


2. Pro ectSchedule

Outputs1. ActivityCostEstimates

2. BasisofEstimates


2. Analo ousEstimatin

3. HumanResourcePlan

4. RiskRegister


Factors6. OrganizationalProcess

3. ProjectDocumentUpdates3. ParametricEstimating

4. BottomUpEstimating

5. ThreePointEstimating

6. Reserve

Analysis7. CostofQuality

ActivityCostEstimates:Directlabor,

materials,equipment,services,

facilities,info.tech.,andspecial

Assets 8. ProjectManagement

EstimatingSoftware

9. VendorBidAnalysisScopeBaseline

ScopeStatement

WBS

WBSDictionary

AnalogousEstimating:Usesvaluesof

parameters,suchasscope,cost,etc.

categories i ein ationa owanceor

acostcontingencyreserve.

BasisofEstimates:SomeSupport.Details:

BasisoftheEstimate

Allassumptionsmade

Enterprise

Environmental

Factors MarketConditions

PublishedCommercial

Information


esscos y, u essaccura e.

ParametricEstimating:

Uses

astatistical

relationshipbetweenhistoricaldataand

othervariables.(e.g.unitprice)

ThreePointEstimates:UsesPERTequation:

Rangeof

estimates

Confidenceleveloffinal

estimate

ProjectDocumentUpdates:RiskRegister

os s ma n g o ces

CostEstimatingTemplates

HistoricalInformation

LessonsLearned

Optimistic(o)

Pessimistic(p)

ExpectedActivity

Cost

=(o+4ml+p)/6

ReserveAnalysis:Inc.contingencyreserves

StandardDeviationEquation:(po)/6


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Outputs.

Inputs1. ActivityCostEstimates

2. BasisofEstimates

1. CostPerformanceBaseline

2. ProjectFunding

Requirements

3. ProjectDocumentUpdatesTool&Techniques1. CostAggregation

2. ReserveAnal sis CostPerformanceBaseline:Authorized

3. ScopeBaseline

4. ProjectSchedule


6. Contracts7. OrganizationalProcess

3. ExpertJudgment

4. HistoricalRelationships

5. FundingLimitReconciliation

CostAggregation:

Cost

estimates

are

timephasedbudgetatcompletion

(BAC)usedtomeasure,monitor,and

controloverallcostperformanceon

the

project.

Assets

ScopeBaseline

ScopeStatement

WBS

WBSDictionary

accordancewiththeWBS.

ReserveAnalysis:Itcanestablishthe

contingency(fromrealizedrisks)&

management(unplannedchangesto

scope&cost)reserves.

Expenditures

Plannedstart/finish

dates

Milestones&workpackages

Planningpackages

Controlaccounts

Or anizationalProcessAssets

HistoricalRelationships:

Any

that

result

in

parametricoranalogousestimates

involvetheuseofprojectcharacteristics

todevelopmath.Modelstopredicttotal

projectcosts.

ProjectFundingRequirements:Theyare

derivedfromthecostbaseline.

Includeprojectedexpendituresplus

anticipatedliabilities.

Costbudgetpolices,

procedures,&guidelines

Costbudgeting

tools

Reportingmethods

Fun ingLimitReconci iation:Expen itureo

fundsshouldbereconciledwithany

fundinglimitsonthecommitmentof

fundsfor

the

project.

ProjectDocumentUpdates:

RiskRegister

Cost

Estimates ProjectSchedule


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.


2. StakeholderRe ister

Outputs1. QualityManagementPlan

2. Qualit Metrics

Tool&Techniques1. CostBenefitAnalysis

2. CostofQualit COQ


4. ScheduleBaseline

5. RiskRegister

6. Enterprise

Environmental

Factors

3. QualityChecklists

4. ProcessImprovementPlan


3. ControlCharts

4. Benchmarking

5. DesignofExperiments(DOE)

6. Statistical

Sampling7. Flowcharting QualityMetrics:Operationaldefinitionthatdescribesaprojectorproductattribute&7. OrganizationalProcess

Assets

8. ProprietaryQualityManagement

Methodologies

9. AdditionalQualityPlanningTools

(seenextfourslidesfordetails)ScopeBaseline ScopeStatement WBS

howtheQualityControlProcesswill

measureit.

ProcessImprovementPlan

Processboundaries

Processconfiguration


Factors

Governmentalagencyregulations

Rules,standards&guidelines

Working/operating conditions


rocessme r cs

Targetsfor

improved

performance


Stakeholderregister

ResponsibilityAssignmentMatrix

Organizationalqualitypolices,

procedures,&guidelines

Hist.

data

&

lessons

learned Qualitypolicy


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Theprimarybenefitsofmeetingqualityrequirementscanincludelessrework,higherproductivity,lowercosts,and

increasedstakeholdersatisfaction.

1.CostBenefitAnalysis

2.

Cost

of

Quality

(COQ)Includesallcostsincurredoverthelifeoftheproductbyinvestmentinpreventingnonconformancetorequirements,

appraisingtheproductorserviceforconformancetorequirements,andfailingtomeetrequirements(rework).

CostofConformance

PreventionCosts

CostofNonconformance

InternalFailure

Costs

(Buildaqualityproduct)

Training

Documentprocesses

Equipment

Time to do it ri ht

(Failuresfoundbytheproject)

Rework

Scrap

AppraisalCosts(Assessthequality)

Testing

(Failuresfound

by

the

customer)

Liabilities

Warrantywork

Lostbusiness

Destructivetestingloss

Inspections

Moneyspentduringtheprojecttoavoidfailures Moneyspentduring&aftertheprojectbecauseoffailures


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Theprimarybenefitsofmeetingqualityrequirementscanincludelessrework,higherproductivity,lowercosts,and

increasedstakeholdersatisfaction.

3.ControlCharts

UpperSpecificationLimit

LowerSpecification

Limit

4. Benchmarkin

ControlChartofConsecutiveMeasurementswithFixedLimits

Involvescomparingactualorplannedprojectpracticestothoseofcomparableprojectstoidentifybestpractices,

generateideasforimprovement,andprovideabasisformeasuringperformance.

. es gn o xper men sDOEisastatisticalmethodforidentifyingwhichfactorsmayinfluencespecificvariablesofaproductorprocessunder

developmentorinproduction.


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Aflowchartisagraphicalrepresentationof processshowingtherelationshipsamongprocesssteps.

7.Flowcharting

8.ProprietaryQualityManagementMethodologiesTheseincludeSixSigma,LeanSixSigma,QualityFunctionDeployment,CMMI,etc.


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Brainstorming: Thegoalistoobtainacomprehensivelistofprojectrisks.

9.AdditionalQualityPlanningTools

AffinityDiagrams: Usedtovisuallyidentifylogicalgroupingsbasedonnaturalrelationships.

ForceFieldAnalysis: Whicharediagramsoftheforcesforandagainstchange.

Nominal Grou Techni ues: To allow ideas to be brainstormed in small rou s and then reviewed b a

largergroup.

MatrixDiagrams: Whichincludetwo,three,orfourgroupsofinformationandshowrelationshipsbetween

factors,causes,

and

objectives.

PrioritizationMatrices: Whichprovideawayofrankingadiversesetofproblemsand/orissues(usually

generatedthroughbrainstorming)bytheirimportance.


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.

Inputs1. ActivityResource

Re uirements

Outputs1. HumanResourcePlan

Tool&Techniques1. OrganizationCharts&

PositionDescri tions


Factors


Assets

2. Networking

3. OrganizationalTheory

(seenextslidefordetails)Enter rise Environmental Factors

HumanResourcePlan

Roles&responsibilities

Role

Authority

Responsibility

Organizationalcultureand

structure

Existinghumanresources

Personneladministrationpolicies

Marketplaceconditions

ompetency

Projectorganizationcharts

Staffingmanagementplan

Staffacquisition

Resourcecalendars


Organizationalstandardprocessesandpoliciesand

standardizedroledescriptions

Templatesfororganizational

Training

needs

Recognitionandrewards

Compliance

Safety

Historicalinformationon

organizationalstructuresthan

haveworked

in

previous

projects


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Therearethreetypesofdefinitionformatstodocumentteammemberrolesandresponsibilities:

1.Organization ChartsandPositionDescriptions

ResponsibilityAssignmentMatrix(RAM)usingaRACIFormat


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.

Inputs1. StakeholderRegister


Outputs1. Communications

Mana ementPlan

Tool&Techniques1. Communications

Re uirementsAnal sis

Strategy


Factors


Assets

2. ProjectDocumentUpdates2. CommunicationTechnology

3. CommunicationModels

4. CommunicationMethods

Communications

Requirements

Analysis Totalnumberof communication


ProjectSchedule

channelsequation:

n(n1)/2

CommunicationTechnology Factorsthatcan

affecttheproject:

Urgencyoftheneedforinfo

a e o erreg s er

Stakeholdermanagement

strategy

va a yo ec no ogy

Expectedproject

staffing

Durationoftheproject

Projectenvironment

(Seenext slidefordetailson3&4)


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ABasicmodel:

Encode

3.CommunicationsModels

feedbackmessage

Medium

Noise

Decode

4.CommunicationsMethodsCommunicationsMethodsclassification:

Interactivecommunication:

Betweentwoormorepartiesperformingamultidirectionalexchangeofinformation.

Meetings,phonecalls,etc.

Pushcommunication

Senttospecificrecipientswhoneedtoknowtheinformation.

Letters,memos,reports,emails,faxes,etc.

Pullcommunication

, ,

communicationcontentattheirowndiscretion.

Internetsites,elearning,andknowledgerepositories,etc.


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.

Inputs1. ProjectScopeStatement

2. CostMana ementPlan

Outputs1. RiskManagementPlan

Tool&

Techniques

1. PlanningMeeting&Analysis

3. ScheduleManagementPlan

4. Communications

ManagementPlan


Factors

s anagemen an

Methodology

Rolesandresponsibilities

Budgeting

Timing

Risk cate ories see next slide6. OrganizationalProcess

Assets


Riskattitudesandtolerances


Definitionsofriskprobabilityand

impact(seenextslide) Probabilityandimpactmatrix

Revisedstakeholderstolerances

Reportingformats Riskcategories

Commondefinitions

of

conceptsandterm

Standardtemplates

Rolesandresponsibilities

Tracking

making

Lessonslearned

Stakeholder

registers


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1.RiskManagement Plan

RiskCategories. ARiskBreakdown

Structure

(RBS)

is

a

hierarchically

organizeddepictionoftheidentified

projectrisksarrangedbyrisk

identifiesthevariousareasand

causesofpotentialrisks:

DefinitionsofriskProbabilityand

.

ofdefinitions

of

negative

impacts

thatcouldbeusedinevaluating

riskimpactsrelatedtofour

projectobjectives. Thefigure

illustratesbothrelativeand

numeric(nonlinear)approaches.


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.

Inputs1. RiskManagementPlan

2. Activit CostEstimates

Outputs1. RiskRegister

Tool&

Techniques

1. DocumentationReviews

2. InformationGatherin

3. ActivityDuration Estimates

4. ScopeBaseline

5. StakeholderRegister

6. CostManagementPlan

7. ScheduleManagement

Plan

Techniques

3. ChecklistAnalysis

4. AssumptionsAnalysis

5. DiagrammingTechniques

6. SWOTAnalysis

s eg s er

Listofidentifiedrisks

Listofpotentialresponses

8. QualityManagementPlan

9. ProjectDocuments


Factors


7. ExpertJudgment InformationGatheringTechniques

Brainstorming

Delphitechnique

Interviewing

Rootcauseanalysis

ProjectDocuments Assumptionslog,workperformancereports,earnedvalue

reports,networkdiagrams,baselines&otherprojectinfo


Publishedinfo,academicstudies,benchmarking,industry

DiagrammingTec niques

Causeand

effect

diagrams(Ishikawa

or

fishbone)

Systemorprocessflowcharts

Influencediagrams

studies&riskattitudes


Projectfiles,organizationalandprojectprocesscontrols,

riskstatement

templates

&

lesson

learned


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.

Inputs1. RiskRegister

2. RiskMana ementPlan

Outputs1. RiskRegisterUpdates

Tool&

Techniques

1. RiskProbability&Impact

Assessment



Assets

2. Probability&ImpactMatrix

3. RiskDataQuality

Assessment

4. RiskCategorization

5. RiskUrgency

Assessment

RiskManagementPlan

Roles&responsibilitiesfor

s eg s er p a es

Relativerankingorprioritylistof

projectrisks

Risksgroupedbycategories

Causesof

risk

or

project

areas

re uirin articular attention6. ExpertJudgmentconductionriskmanagement

Budgets

Schedulesactivitiesforrisk

management

Riskcategories

Listofrisksrequiringresponsesinthe

nearterm

Listofrisksforadditionalanalysisand

response

Watchlists oflowpriorityrisks

(seenextslidefordetails)

e n onso pro a yan mpac

Impactmatrix

Revisedstakeholdersrisktolerances


Informationonprior,similar

Trendsinqualitativeriskanalysis

results

Studiesofsimilarprojectsbyrisk

specialists

Risk

databases

from

industry


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2.ProbabilityandImpactMatrix


30/65

.




Tool&

Techniques

1. DataGathering&

Re resentation

3. CostManagementPlan

4. ScheduleManagementPlan


Assets

2. Techniques

3. QuantitativeRiskAnalysis&

ModelingTechniques

4. ExpertJudgment

(seenextthreeslidesfordetails)RiskManagementPlan

RiskRegisterUpdates

Probabilisticanalysisoftheproject

Probabilityofachievingcostand

timeobjectives

Prioritizedlist

of

quantified

risks

Roles&responsibilitiesfor

conductionriskmanagement

Budgets

Schedulesactivitiesforrisk

management

ren s nquant tat ver s ana ys s

results

Definitions

of

probability

and

impact

Impactmatrix

Revisedstakeholdersrisktolerances


Informationonprior,similar

completedprojects

Studiesofsimilarprojectsbyrisk

specialists

Riskdatabases

from

industry


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Interviewing. Interviewingtechniquesdrawonexperienceandhistoricaldatatoquantifytheprobabilityandimpactof

risksonprojectobjectives.

1.DataGatheringandRepresentationTechniques

RangeofProjectCostEstimatesCollectedDuringtheRiskInterview

Modeling&Simulation. Aprojectsimulationusesa

modelthattranslatesthespecifieddetailed

uncertaintieso t eprojectintot eirpotentia impact

onprojectobjectives. Iterativesimulationsare

typicallyperformedusingtheMonteCarlotechnique.


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ProbabilityDistributions. Representtheuncertaintyinvaluessuchasdurationsofscheduleactivitiesandcostsof

projectcomponents.Usedextensivelyinmodelingandsimulation.

1.DataGatheringandRepresentationTechniques

ExamplesofCommonlyUsedProbabilityDistributions


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SensitivityAnalysis. Helpstodeterminewhichriskshavethemostpotentialimpactontheproject.

Expectedmonetaryvalueanalysis(EMV). EMVanalysisisastatisticalconceptthatcalculatestheaverageoutcome

2.QuantitativeRiskAnalysisandModelingTechniques

whenhefutureincludesscenariosthatmayormaynothappen(i.e.analysisunderuncertainty). Acommonuseofthis

typeofanalysisisthedecisiontreeanalysis.

($80Mx65%)+($30Mx35%)=$41.5M

=

($90M120M=$30M

($70Mx65%)+($10Mx35%)=$49M

($120M50M=$70M

($60M50M=$10M

DecisionTree

Diagram


34/65

.




2. RiskRelatedContract

Tool&

Techniques

1. StrategiesforNegativeRisks

orThreats

decisions

3. ProjectManagementPlan

Updates


2. StrategiesforPositiveRisks

orOpportunities

3. ContingentResponse

Strategies

4. ExpertJudgment Pro ect Mana ement Plan

StrategiesforNegativeRisksandThreats

Avoid e.g.clarifyingrequirements

Transfer e.g.insurance,warranties

Mitigate e.g.designingredundancy

Accept e.g.establishacontingency

Schedulemanagementplan

Costmanagementplan

Qualitymanagementplan

Procurementmanagementplan

Humanresourcemanagementplanreserve

Strategiesfor

Positive

Risks

or

Opportunities

Exploit e.g.assignanorganizations

mosttalentedresourcestotheproject

Share e.g.formrisksharing

Workbreakdownstructure

Schedulebaseline

Costperformancebaseline


Assumptionslogupdates, ,

Enhance e.g.addmoreresourcesto

anactivitytofinishearly

Accept

accept

it,

but

not

actively

pursuingit


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.


2. Re uirements

Outputs1. ProcurementManagement

Plan

Tool&

Techniques

1. MakeorBuyAnalysis

2. Ex ertJud ment

Documentation

3. TeamingAgreements

4. RiskRegister

5. RiskRelatedContract

Decisions

2. ProcurementStatementsof

Work

3. MakeorBuyDecisions


5. SourceSelection

Criteria

3. ContractTypes

(Seenextslidefordetailsoncontracttypes)

6. ActivityResource

Requirements

7. ProjectSchedule

8. ActivityCostEstimates


6. ChangeRequests

ProcurementDocuments

RequestforInformation(RFI)

Requestforproposal(RFP)

Requestforquotation(RFQ)

ource e ect on r ter a

Understandingofneed

Overallorlifecyclecost

Technicalcapabilityrisk

Managementapproach

.

Factors11. OrganizationalProcess

Assets

ScopeBaseline

Tendernotice

Invitationfor

negotiation

Invitationforsellersinitialresponse

Warranty Financialcapacity

Productioncapacityandinterest

Businesssizeandtype

Pastperformanceofsellers

ScopeStatement

WBS

WBSdictionary

References

Intellectualpropertyrights

Propertyrights


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37/65

.

Inputs1. ProjectManagementPlan

2. A rovedChan eRe uests

Outputs1. Deliverables

2. WorkPerformance

Tool&

Techniques

1. ExpertJudgment

2. Pro ectMana ement


Factors


Assets

Information

3. ChangeRequests


Updates

5. ProjectDocument

Updates

InformationSystems


Factors

Organizational,companyor

customerculture&structure

Infrastructure

Personneladministration

Stakeholderrisktolerances

WorkPerformanceInformation

Deliverablestatus

Scheduleprogress

Costsincurred

Changerequests . .


Assets

Standardizedguidelinesandwork

instructions

Communicationsrequirements

Issueanddefectmanagement

Correctiveaction

Preventiveaction

Defectrepair

Updates

procedures

Processmeasurementdatabase

Projectfilesfrompriorprojects


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.


2. Qualit Metrics

Outputs1. OrganizationalProcess

AssetsU dates

Tool&

Techniques

1. PlanQuality&Perform

Qualit ControlTools&

3. WorkPerformance

Information

4. QualityControl

Measurements

2. ChangeRequests


Updates

4. ProjectDocumentsUpdates

Techniques

2. QualityAudits

3. ProcessAnalysis

QualityAudits:

Objectives

Or anizational Process Assets U datesro ect anagement an


Processimprovementplan


Technicalperformance

IDallthegaps/shortcomings

Sharethegoodpractices

Offerassistanceinapositive

manner

Highlightcontributionsofeach

Thequalitystandards

ProjectManagementPlanUpdates



Costmanagementplan

Projectdeliverablesstatus

Scheduleprogress

Costsincurred

audit

ProcessAnalysis

Itfollowsthestepsoutlinedinthe

processimprovementplanto

identifyneededimprovements.


Qualityaudits

reports

Trainingplans

Processdocumentation

Inc u esRootCauseAna ysis


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.


2. Enter riseEnvironmental

Outputs1. ProjectStaffAssignments


Tool&

Techniques

1. Preassignment

2. Ne otiation

Factors


Assets


Updates

3. Acquisition

4. VirtualTeams

ProjectManagementPlan

Rolesand

responsibilities

Projectorganizationcharts



ExistinginfoforHumanResources

Personneladministrationpolicies

rgan za ona s ruc ure

Location

or

multiple

locations


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.

Inputs1. ProjectStaffAssignments

2. Pro ectMana ementPlan

Outputs1. TeamPerformance

Assessments

Tool&

Techniques

1. InterpersonalSkills

2. Trainin

3. ResourceCalendars 2. EnterpriseEnvironmental

FactorsUpdates

3. TeamBuildingActivities

4. GroundRules

5. Colocation

6. Recognition&Rewards TeamPerformanceAssessments

Improvements

in

skills

eam u ng ct v t es

Forming

Storming

Norming

Performing

mprovemen s n

competencies

Reducedstaffturnoverrate

Increasedteamcohesiveness

EnterpriseEnvironmentalFactorsUpdates

Personnel administration


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.

Inputs1. ProjectStaffAssignments


Outputs


FactorsUpdates


Tool

&

Techniques1. Observation&Conversation2. ProjectPerformance

3. TeamPerformance

Assessments

4. PerformanceReports


Assets

3. ChangeRequests


Updates

3. ConflictManagement

4. IssueLog

5. InterpersonalSkills

Conflict

Management:

Characteristics

&

conflict

management

process


Roles&responsibilities

Projectorganization



Conflictisateamissue

Opennessresolvesconflict

Resolutionshouldfocusonissues,notpersonalities

Resolutionshouldfocusonthepresent,notthepast

Techniquesforresolvingconflict:


Updates

Inputtoorganizational

performanceappraisals

Personnelskillupdates Certi icateso appreciation

Newsletters Websites

Bonusstructures

Corporateapparel

Withdrawing/Avoiding

Smoothing/Accommodating Compromising

Forcing

Collaborating


Updates

Historicalinfo&lessons

learned

Templates

perquisites Confronting ProblemSolving

InterpersonalSkills

Leadership

Influencing Effectivedecisionmaking

Organizationalstandard

processes


Staffing

management

plan


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.


2. PerformanceRe orts


AssetsU dates

Tool&

Techniques


2. InformationDistribution


Assets

Tools

CommunicationsMethods

Individual&groupmeetings

Video

&

audio

conferences

OrganizationalProcessAssetsUpdates

Stakeholdernotifications

Projectreports

Projectpresentations

Otherremotecommunication

methods

InformationDistributionTools

Hardcopydocumentdistribution,

manualfilingsystems,press

Feedbackfromstakeholders

Lessonslearneddocumentation

releases,andsharedaccess

electronicdatabases

Electroniccommunicationand

conferencingtools,suchasemail,

fax,voicemail,telephone,etc.

ec ron c oo s orpro ec

management,suchaswebinterfaces

toschedulingandproject

management

software,

etc.


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.

Inputs1. StakeholderRegister



AssetsU dates

Tool&

Techniques


2. Inter ersonalSkills

Strategy


4. IssueLog

5. ChangeLog


2. ChangeRequests


Updates


3. ManagementSkills

InterpersonalSkills

Buildingtrust

Resolvingconflict Or anizational Process Assets U dates

Assets


Organizationalcommunication

requirements

Active istening

Overcomingresistancetochange

ManagementSkills

Presentationskills

Negotiation

Causesorissues

Reasoningbehindcorrective

actionschosen

Lessonslearned

ProjectDocumentsUpdates


Historicalinformation

Publicspeaking Stakeholdermanagement

strategy Stakeholderregister

Issuelog


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.



Outputs1. SelectedSellers

2. ProcurementContract

Tool&

Techniques

1. BidderConferences

2. Pro osalEvaluation

3. SourceSelectionCriteria

4. QualifiedSellerList

5. SellerProposals

6. ProjectDocuments

7. Makeor

Buy

Decisions

Award

3. ResourceCalendar

4. ChangeRequests


Updates

Techniques

3. IndependentEstimates

4. ExpertJudgment

5. Advertising

6. InternetSearch

8. TeamingAgreements


Assets

6. ProjectDocumentUpdates7. ProcurementNegotiations

ProjectDocuments

Riskregister


Costbaseline

Scopebaseline

Schedulebaseline s re a e con rac

decisionsOrganizationalProcessAssets

Listingofprospective&

previouslyqualifiedsellers

Procurementmanagement

planProjectDocumentUpdates

Requirements

documentation

experiencewithsellers,both

goodandbad

equ remen s racea y

documentation

Riskregister


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.


2. PerformanceRe orts

Outputs1. ChangeRequests


Tool&

Techniques

1. ExpertJudgment


Factors


Assets

Updates


Performance Re orts Chan e Re uests

Currentstatus

Significantaccomplishmentsforthe

period

Scheduledactivities

Forecasts

Correctiveaction

Preventiveaction

Defectrepair



Issues Costmanagementplan

Qualitymanagement

plan

Scopebaseline

Schedulebaseline

Costperformancebaseline

Forecasts

Performancereports

Issuelog


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2. WorkPerformance

Outputs1. ChangeRequestStatus

U dates

Tool&

Techniques

1. ExpertJudgment

2. Chan eControlMeetin s

Information

3. ChangeRequests


Factors



Updates


Chan e Re uestsAssets


Projectmanagementinformationsystems



Anysubsidiarymanagementplans

Baselinesthataresubjecttothe

formalchangecontrolprocess

changeauthorizations

Processmeasurement

database

used

to

collectandmakeavailablemeasurement

dataonprocessesandproducts

Projectfiles

ConfigurationIdentification

Configurationstatusaccounting

Configurationverificationandaudit

Configurationmanagementknowledgebase


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2. Re uirements

Outputs1. AcceptedDeliverables

2. Chan eRe uests

Tool&

Techniques

1. Inspection

Documentation

3. RequirementsTraceability

Matrix

4. ValidatedDeliverables


Pro ect Mana ement Plan

Projectscopestatement

WBS

WBSdictionary


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2. WorkPerformance

Tool&

Techniques

1. VarianceAnalysisOutputs1. WorkPerformance

Measurements

Information 2. OrganizationalProcess

AssetsUpdates

3. ChangeRequests


Updates


Scopebaseline

Scopemanagementplan


Configurationmanagement

plan

Requirementsmanagement

plan


WorkPerformanceMeasurements

Plannedvs.actualtechnical

performance



scopecontrol

related,

procedure,andguidelines

Monitoringandreporting

methodstobeused

Corrective

action

chosen

and

the

reasons

Othertypesoflessonslearned


Sco ebaselineu dates

Otherbaselineupdates


Requirementsdocumentation

Requirementstraceability


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Inputs1. ScheduleManagementPlan

2. Pro ectSchedule

Outputs1. WorkInformation

Measurements

Tool&

Techniques

1. PerformanceReviews

2. VarianceAnal sis

3. WorkPerformance

Information


Assets


AssetsUpdates

3. ChangeRequests


Updates

3. ProjectManagement

Software

4. ResourceLeveling

5. WhatIfScenarioAnalysis

6. AdjustingLeads

&

LagsOr anizational Process Assets

5. ProjectDocumentUpdates7. ScheduleCompression

8. SchedulingTool


schedulecontrolrelated

policies,procedures,and

guidelines

Schedulecontroltools

WorkPerformanceMeasurements

CalculatedSVandSPIvalues


Causesofvariances

Monitoringandreporting

methodsto

be

used

Other

types

of

lessons

learnedProjectManagementPlanUpdates

Scopebaseline


Costbaseline


Scheduledata

Projectschedule


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2. Pro ectFundin

Outputs1. WorkPerformance

Measurements

Tool&

Techniques

1. EarnedValueManagement

2. Forecastin

Requirements

3. WorkPerformance

Information


Assets

2. BudgetForecasts


AssetsUpdates

4. ChangeRequests


Plan

3. TocompletePerformance

Index(TCPI)

4. PerformanceReviews

5. VarianceAnalysis


Updates


Software

(seenextfourslidesfordetails)ProjectManagementPlan: CostPerformanceBaseline

CostManagementPlan

WorkPerformanceInformation:

Statusofdeliverables

WorkPerformanceMeasurements:

CalculatedCV,SV,CPI&SPIvalues

forWBScomponents,workpackages Statuso costsaut orize

incurred Estimatesforcompleting

projectwork


&controlaccountsaredocumented

&communicated

to

stakeholders

CostManagementPlan

OrganizationalProcessAssets:

Causesofvariances

relatedpolicies,procedures&

guidelines

Costcontroltool

Monitor.&

reporting

methods

Lessonslearnedfromprojectcontrol

ProjectManagementPlanUpdates:

CostPerformanceBaseline

CostManagement

Plan


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1.Earned

Value

Management

PlannedValue(PV):Authorizedbudgetassignedtotheworktobeaccomplishedforanactivityorworkbreakdown

structurecomponent.TotalPVisreferredtoasthePerformanceMeasurementBaseline(PMB)&itisalsoknownas

BAC.

EarnedValue(EV):Valueofworkperformedexpressedintermsoftheapprovedbudgetassignedtothatworkforan

activityor

work

breakdown

structure

component.

It

is

the

authorized

work

completed

plus

the

authorized

budget

for

suchcompletedwork. Itisoftenusedtodescribethepercentagecompletionoftheproject.

Actual Cost AC : Total cost actuall incurred and recorded in accom lishin work erformed for an activit or work

breakdownstructurecomponent. Itwillhavenotupperlimit,whateverisspenttoachievetheEVwillbemeasured.

ScheduleVariance(SV):Itisthemeasureofscheduleperformanceonaproject.Whentheprojectiscompleteditwill

bezero. Equation:SV=EV PV.

Cost

Variance

(CV):

It

is

the

measure

of

cost

performance

on

a

project.

At

the

end

of

the

project

the

CV

will

be

the

erence etweent e t eactua amountspent. scr t ca ecause n catest ere at ons po p ys ca

performancetothecostsspent. AnynegativeCVisoftennonrecoverabletotheproject. Equation:CV=EV AC.

SchedulePerformanceIndex(SPI): Itisameasureofprogressachievedcomparedtoprogressplannedonaproject.

Equation:SPI=EV/PV.

CostPerformanceIndex(CPI):Itisameasureofthevalueofworkcompletedcomparedtotheactualcostorprogress

madeontheproject. ItisconsideredthemostcriticalEVMmetric&measuresthecostefficiencyforthework

completed.

Equation:CPI

=EV/AC.


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2.Forecasting

EstimateAtCompletion(EAC):Involvesmakingestimatesorpredictionsofconditions&eventsintheprojectsfuture

basedoninformation&knowledgeavailableatthetimeoftheforecast. EACsaretypicallybasedontheactualcosts

incurredforworkcompleted,plusanestimatetocomplete(ETC)theremainingwork.ThemostcommonEAC

forecastingapproachisamanual,bottomupsummationbyPM&PMteam. Equation:EAC=AC+bottomupETC.

(newestimates

are

flawed) ETC

=EAC

AC

EAC forecast for ETC work erformed at the bud eted rate: This EAC method acce ts the actual ro ect erformance

todateasrepresentedbytheactualcosts,andpredictsthatallfutureETCworkwillbeaccomplishedatthebudgeted

rate. Ifactualperformanceisunfavorable,theassumptionthatitwillimproveshouldbeacceptedonlywhen

supportedbyprojectriskanalysis. Equation:EAC=AC+BACEV. (orthereisatypicalvariance)

orecast or wor per orme att epresent : smet o assumesw att epro ect asexper ence to

datecanbeexpectedtocontinueinthefuture. Equation:EAC=BAC/cumulativeCPI.

whenthereistypicalvariance: Equation: EA=AC+((BAC EV)/CPI)

EACforecastforETCworkconsideringbothSPIandCPIFactors:TheETCworkwillbeperformedatanefficiencyrate

thatconsidersboththecostandscheduleperformanceindices. VariationofthismethodweightheCPI&SPIat

differentvalues(e.g.80/20). Equation:EAC=AC+[(BAC EV)/(cumulativeCPIxcumulativeSPI)].

(whencost

performance

is

negative

and

schedule

is

firm)

EstimateToComplete(ETC)whenthereistypicalvariance:Equation: ETC=BAC cumulativeEV/cumulativeCPI

EstimateToComplete(ETC)whenthereisatypicalvariance:Equation: ETC=BAC cumulativeEV

VarianceatCompletion(VAC): Estimatedcostoverrunattheendofproject. Equation:VAC=BAC EAC

Status:Equation:

(CPI

+SPI)

/2


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3.To

Complete

Performance

Index

(TCPI)

TCPIisthecalculatedprojectionofcostperformancethatmustbeachievedontheremainingworkto meeta

specifiedmanagementgoal,suchastheBACortheEAC. IfBACisnolongerviable,thePMdevelopsaforecasted

EAC. Onceapproved,theEACeffectivelysupersedestheBACasthecostperformancegoal.

EquationfortheTCPIbasedontheBAC:TCPI=(BAC EV)/(BAC AC).

IfBAC

is

no

longer

attainable,

the

PM

will

prepare

anew

EAC

for

the

work,

and

once

approved,

the

project

will

work

tothenewEACvalue. EquationfortheTCPIbasedontheEAC:TCPI=(BAC EV)/(EAC AC).


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4.Performance

Reviews

Performancereviewscomparecostperformanceovertime,scheduleactivitiesorworkpackagesoverrunningthe

underrunningthebudget,andestimatedfundsneededtocompleteworkinprogress.

IfEVMisbeingused,thefollowinginfoisdetermined:

VarianceAnalysis:Itcomparesactualprojectperformance toplannedorexpectedperformance.

TrendAnalysis:

It

examines

project

performance

over

time

to

determine

ifperformance

is

improving

or

deteriorating.

Earned Value Performance: It com ares the baseline lan to actual schedule and cost erformance.

5.VarianceAnalysis

,

.

Thepercentagerangeofacceptablevarianceswilltendtodecrease asmoreworkisaccomplished.

6. Pro ect Mana ement Software

Project

management

software

is

often

used

to

monitor

the

three

EVM

dimensions

(PV,

EV

&

AC),

to

display

graphical

trends,andtoforecastarangeofpossiblefinalprojectresults.


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2. Qualit Metrics

Outputs1. QualityControl

Measurements

Tool&

Techniques

1. Cause&EffectDiagrams

2. ControlCharts

3. QualityChecklists

4. WorkPerformance

Measurements

5. ApprovedChangeRequests

6. Deliverables

2. ValidatedChanges

3. ValidatedDeliverables


AssetsUpdates

5. ChangeRequests

3. Flowcharting

4. Histogram

5. ParetoChart

6. RunChart

7. ScatterDiagram


Assets


Updates


8. StatisticalSampling

9. Inspection


Review

(seenextthreeslidesfordetails)WorkPerformanceMethods

Plannedvs.actualtechnical

performance OrganizationalProcessAssets Updates

Plannedvs.actualschedule

performance Plannedvs.actualcost

performance


Lessonslearneddocumentation

ProjectManagement

Plan

Updates


Processimprovementplan


Standardworkguidelines

Issueanddefectreporting

proceduresandcommunication

polices

Qualitystandard


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1.Cause

and

Effect

Diagrams

AlsocalledIshikawaorfishbonediagrams,theyillustratehowvariousfactorsmightbelinkedtopotentialproblemsor

effects.

.

s ogramAhistogramisaverticalbarchartshowinghowoftenaparticularvariablestateoccurred.


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5.Pareto

Chart

Itisaspecifictypeofhistogram,orderedbyfrequencyofoccurrence.

6.RunChart

Similar

to

a

control

chart

without

displayed

limits,

a

run

chart

shows

the

history

and

pattern

of

variation.

Run

charts

showtrendsinaprocessovertime,variationovertime,ordeclinesorimprovementsinaprocessovertime. Trend

analysisisperformedusingrunchartsandinvolvesmathematicaltechniquestoforecastfutureoutcomesbasedon

historicalresult. Trendanalysisisoftenusedtomonitor:

TechnicalPerformance

CostandSchedulePerformance


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7.Scatter

Diagram

Itshowstherelationshipbetweentwovariables. Dependentvariablesversusindependentvariablesareplotted.

9.Inspection

Itistheexaminationofaworkproducttodeterminewhetheritconformstodocumentedstandard. Inspectionsmay

becalledreviews,peerreviews,audits,orwalkthroughs.


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.


2. WorkPerformance

Outputs1. PerformanceReports

2. Or anizationalProcess

Tool&

Techniques

1. VarianceAnalysis

2. Forecastin Methods

Information

3. WorkPerformance

Measurements

4. BudgetForecasts


AssetsUpdates

3. ChangeRequests


4. ReportingSystems

(Seenextslidefordetails)

Assets


Deliverablesstatus

Scheduleprogress

Costsincurred

Plannedversusactualscheduleperformance

Plannedversus

actual

performance

Plannedversusactualtechnicalperformance


Re orttem lates

Policiesandprocedures(measures&

indicators)

Organizationallydefinedvariancelimits


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1.Variance

Analysis

VarianceAnalysisisanafterthefactlookatwhatcausedadifferencebetweenthebaselineandtheactual

performance. Commonstepsare:

Verifythequalityoftheinformationcollected

Determinevariances

Determinethe

impact

of

the

variances

2.ForecastingMethodsorecast ng st eprocesso pre ct ng uturepro ectper ormance ase ont eactua per ormanceto ate. ey

maybeclassifiedindifferentcategories:

Timeseriesmethods. Usehistoricaldataasthebasisforestimatingfutureoutcomes. e.g.EV

Causal/econometricmethods. Usetheassumptionthatitispossibletoidentifytheunderlying

factorsthat

might

influence

the

variable

that

is

being

forecasted.

e.

g.

Regression

Analysis,

ARMA

(Autoregressivemovingaverage),andeconometrics.

Judgmentalmethods. Incorporateintuitivejudgments,opinions,andprobabilityestimates. e.g.

Compositeforecasts,surveys,Delphimethod,scenariobuilding,technologyforecasting.

Othermethods. Mayincludesimulation,probabilisticforecasting,andensembleforecasting.

3.Communication Methods

Statusreviewmeetingscanbeusedtoexchangeandanalyzeinformationabouttheprojectprogressand

performance.ThePMgenerallyusesapushcommunicationtechnique.


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1.Performance

Reports

Organizeandsummarizetheinformationgathered,andpresenttheresultsofanyanalysisascomparedtothe

performancemeasurementbaseline.Commonformatsinclude:barcharts,Scurves,histograms,andtables.

3.ChangeRequestsTabularPerformanceReportSample

ChangesareprocessedthroughthePerformIntegratedChangeControlprocessasfollows:

Recommendedcorrectiveactionsincludechangesthatbringtheexpectedfutureperformance inlinew/thePMP

Recommendedpreventiveactionscanreducetheprobabilityofincurringfuturenegativeprojectperformance


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Tool&

Techniques

1. RiskReassessment

2. RiskAudits

3. WorkPerformance

Information

4. PerformanceReports

AssetsUpdates

3. ChangeRequests

4. RecommendedPrevention

Actions


Plan

3. Variance&TrendAnalysis

4. TechnicalPerformance

Measurement

5. ReserveAnalysis

6. StatusMeetings

RiskRegister

ID

risks

and

risk

owners

Updates

6. ProjectDocumentUpdates Agreeduponriskresponses

Specificimplementationactions

Symptomsandwarningsignsofrisk

Residualandsecondaryrisks

Awatchlist orlowpriorityrisks

RiskRegisterUpdates

Outcomesofriskreassessments,risk

audits,andperiodicriskreviews.

mean cos con ngencyreserves


Deliverablestatus

Scheduleprogress

Costsincurred

andoftheriskresponses.


Assets

Updates

Templatesfortheriskmanagement

plan

Riskbreakdownstructure

Lessonslearned

ChangeRequests

Recommendedcorrectiveactions

Recommended

preventive

actions


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.

Inputs1. ProcurementDocuments


Outputs1. Procurement

Documentation

Tool&

Techniques

1. ContractChangeControl

S stem

3. Contract

4. PerformanceReport


6. WorkPerformance

Information


AssetsUpdates

3. ChangeRequests


Updates

2. ProcurementPerformance

Reviews

3. Inspection&Audits

4. PerformanceReporting

5. Payment

Systems6. ClaimsAdministration

7. RecordsManagement

System

rocurement ocuments

Procurementcontractawards

Statementofwork

PerformanceReports

Sellerdevelopedtechnical


Correspondence

Paymentschedulesandrequests

Sellerperformanceevaluation

Sellerperformancereports

ApprovedChange

Requests

Modificationstothetermsand

conditionsofthecontract


ProjectManagementUpdates

Procurementmanagement

plan

Baselineschedule

Whichqualitystandardsarebeing

satisfied

Whatcostshavebeenincurred

Which

seller

invoices

have

been

paid


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2. Acce tedDeliverables

Outputs1. FinalProduct,Service,or

ResultTransition

Tool&

Techniques

1. ExpertJudgment


Assets


AssetsUpdates


Project

or

phase

closure

guidelines


Project

files

orrequirements

Historicalinformationandlessons

learnedknowledgebase

Projectorphaseclosure

documents

Historicalinformation


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.


2. Procurement

Outputs1. ClosedProcurements


Tool&

Techniques

1. ProcurementAudits

2. Ne otiatedSettlements

Documentation AssetsUpdates3. RecordsManagement

System

NegotiatedSettlements

Negotiation


Procurement

file

AlternativeDisputeResolution(ADR)

Mediation

Arbitration

Litigation

Deliverableacceptance

Lessonslearned

documentation

Project Management Professional (PMP)_Processes_PMBOK

Documents

Transcript of Project Management Professional (PMP)_Processes_PMBOK