Part 1

The PMBOK® GUIDE

The PMBOK® GUIDE guide is not a methodology, it is a subset of project management good practice and
it is not a framework as well. It is a foundation upon which organization can built methodologies,
polices, procedures, tools needed for project management

PMBOK® GUIDE provides common consistent vocabulary to be used consistently by project managers
and their stakeholders.

The PMBOK® GUIDE describes the project management processes, tools, and techniques used to
manage a project toward a successful outcome.

The PMBOK® GUIDE is developed and evolved based on the project management common standards
and best practices

Code of ethics and professional conduct includes standards and mandatory standards that PMI®
members, PMP®, and volunteers should accept, adapt, and conduct themselves in accordance with
these standards otherwise they will be subject to disciplinary procedures.

6|Page
Section 1, Fundamental Elements

What is a Project?
A project is a temporary endeavor undertaken to create a unique product, service, or result. The project
main characters are:

• Temporary: Has a defined beginning and end.

• Unique: The product or service is different in some way from all similar products or services.
• Progressive elaboration: Continuously improving and detailing a plan as more detailed and
specific information become available as the project progresses.
• Project drives change in organizations (sectors) to move from one state to a better state.
• It is a mean for achieving an organization’s strategic plan.
• Project can create a product, a service, an improvement or a result.
• Every project should enable business value creation.

Projects are initiated as response to four factors:

• Legal, social requirements

• Satisfy stakeholders request or needs
• Change technology, business strategies
• Create, improve or fix products, procedures, or services

What is Project Management?

Project management is the application of knowledge, skills, tools, and techniques to project activities to
meet the project requirements.

Managing projects includes:

• General Business Management (consistently producing results expected by stakeholders)

• Leading (establishing direction, aligning resources, motivating)
• Communicating (clear, unambiguous, and complete)
• Negotiating (conferring with others to reach an agreement)
• Problem Solving (definition and decision making)
• Distinguish causes and symptoms
• Identify viable solutions
• Influencing Organization (understanding power and politics)
• Requirements identification.
• Define clear and achievable objectives.
• Balancing the competing demands (scope, time, cost, quality, risks …).
• Adapting the specifications, plans, and approach to the different concerns and expectations of
the various stakeholders.

7|Page
Programs and Program Management:
• A Program is a group of related projects managed in coordinated way to obtain benefits and
control not available from managing them individually.
• Program management is the centralized, coordinated management of a group of projects to
achieve the program's strategic objectives and benefits.
• Program Focuses on interdependencies between the component projects

Portfolio and Portfolio Management:

• A Portfolio is a collection of projects and/or programs and other work that are grouped together
to facilitate effective management of that work to meet strategic business objectives.
• Portfolio management is the centralized management of one or more portfolios, which includes
identifying, prioritizing, authorizing, managing, and controlling projects, programs and other
related work.
• Aligned and consistent with organization strategy
• Prioritize resources allocations between programs and projects

Projects and Strategic Planning:

Projects are often utilized as a means of achieving an organization’s strategic plan. Projects are typically
authorized as a result of one or more of the strategic considerations mentioned previously.

Sub projects:

Projects are frequently divided into more manageable components or subprojects.

Portfolio

Program A Program B Project C Portfolio

Program D Project A

Project D Project B

8|Page
The main differences between portfolio \ program \project

Organizational Project Management

Project Program Portfolio
Definition Unique, temporary, Group of related Collection of programs,
create unique output projects, programs portfolios and projects
work in harmony and grouped to achieve
in coordination as it is strategic objectives
better than managing
them individually
Scope Defined by objectives Encompasses the scope Organizational scope
of its program
components
Change Controlled and Controlled and Controlled and
managed for the managed for the managed in the
benefit of the project benefit of the program broader internal and
components outcomes external environments
Planning Project managers plan Program managers use Portfolio managers
through the project life high level plans and create and maintain
cycle track dependencies necessary processes
between program and communications
components
Management Project Managers Program managers Portfolio managers
manage project team coordinating the coordinating the
activities of the activities of the
program components portfolio components
Monitoring Project Managers Program managers Portfolio managers
monitor and control monitor the progress monitor strategic
the project to meet the of the components to changes
scope ensure that all program
desired benefits were
met
Success Measured by meeting Measured by the Measured in aggregate
the scope, budget, ability to provide the investment
timeline and quality desired benefits to the performance
organization

v Program and project >>>>>> do things right

v Portfolio >>>>>> do right program / project

9|Page
Operations Management:
• Focuses on ongoing production and is outside the scope of the project management
• Operation management is responsible for overseeing, directing, and controlling business
operations.
• Operations evolve to support day-to-day business, and are necessary to achieve strategic and
tactical goals of the business.
• Ongoing operations are outside Of the scope of a project, however, there are intersecting points
where the two areas across. Such as, but not limited to:
o At each closeout phase
o When developing a new product
o While improving operations.
o Until the end of product life cycle
• It is so important for PM to include operational stakeholders in all work and endeavors. As the
operational stakeholders should be engaged and their needs identified as part of the
stakeholders register, and their influence should be addressed as part of the risk management
plan.

Project life cycle

• A project life cycle is the series of phases the project passes through from the initiation to its
closure
• The life cycle provides the basic framework for managing the project
• The project life cycle can range from:
o Predictive (plan-driven approaches): where the product and deliverable are defined at
the beginning and any changes to scope are carefully managed. Also referred to as
Waterfall life cycle
o Adaptive (change-driven approaches or agile method): where the product is developed
over multiple iterations and detailed scope is defined for each iteration only.
§ Iterative: the scope is determined at the beginning. However the cost and time
are routinely modified as the team understands the product more.
§ Incremental: the deliverables is produced through series of iterations that
successively add functionality within predetermined timeframe.
o Hybrid: is a combination of predictive and adaptive life cycle.
• Cost and staffing levels are low at start and move higher towards the end
• Probability of successfully completing project is low at beginning, higher towards the end as the
project continues
• Stakeholder influence is high at the beginning and progressively lowers as the project continues
• The project life cycle is independent from the life cycle of the product produced or modified by
the project
• Project Life Cycle defines:
o Technical work performed in each phase
o Who is involved in each phase
• Product life cycle is different than the project life cycle where the product is produced by a
project

10 | P a g e
Project phase
• The phases are generally sequential
• The phases can be broken down by functional or partial objectives
• Phases are generally time bounded with start and ending or control point
• Project Phases are marked by the completion of a deliverable (tangible, verifiable work product)
• Review of deliverables and approval/denial are “phase exits, stage gates, or kill points”
• Phases are collected into the Project Life Cycle
• Phase-to-Phase relationship:
o Sequential relationship: Starts only when the previous phase is complete
o Overlapping relationship: a phase starts before completion of the previous one
o Overlapping is a “Schedule compression technique called Fast Tracking”
• Process groups are not the same as project phases
• Examples of project phase names: Design, prototype, build, test, lessons learned...etc.

Project Gate: An activity done at the end of a phase to compare the project progress against the work
plan and project documents. Usually the outcome of this activity is to continue or not

Development life cycle

• One or more phases are associated in the development of product or service it is the DLC
• The project manages and the project team identify the best life cycle for each project
• The development life cycle can utilizes various models: Predictive, Iterative, Incremental,
Adaptive, and Hybrid

11 | P a g e
Project management processes
Project Management Processes: Are the executed or the will be executed activities. The processes are
logically connected and linked. Usually the process produces one or more outputs, and the output could
be deliverable or input to other process.

• A process is a set of interrelated actions and activities performed to achieve a pre-specified

product, result, or service
• Each process is characterized by its inputs, the tools and techniques that can be applied, and the
resulting outputs
• In order for a project to be successful, the project team must:
o Select appropriate processes required to meet the project objectives;
o Use a defined approach that can be adopted to meet requirements;
o Comply with requirements to meet stakeholder needs and expectations;
o Establish and maintain appropriate communication & engagement with stakeholders;
o Balance the competing constraints.

• The project processes are performed by the project team and generally fall into one of three
major categories:
o Processes used once or at predefined points in the project (ex: project charter)
o Processes that are performed periodically as needed (ex: Acquire resources)
o Processes that are performed continuously (ex: Define activities)

Common Project Management Processes Interactions:

• Monitoring & Controlling Process Group interacts with the other Process Groups
• Project Management Process Groups are linked by the outputs that are produced
• The Process groups are overlapping activities that occur throughout the project
• The output of one process generally becomes an input to another process or is a deliverable of
the project, subproject or phase
• Deliverables of subproject or project level may be called incremental deliverables
• The Planning Process Group provides the Executing Process Group with project management
plan and project documents
• Project management plan and project documents always revisited and updated
• If the project is divided into phases, the process groups interact with each phase
• The Process Groups are not Project Life Cycle Phases

12 | P a g e
Project Management Process Groups
Project management is accomplished through the appropriate application and integration of the 49
logically grouped project management processes comprising the five Process Groups:

• Initiating,
• Planning,
• Executing,
• Monitoring and Controlling, and
• Closing.

Initiating Process Group

• Defines and authorizes the project.
• Are often done external to the project’s scope of control.
• Facilitate formal authorization to start a new project.
• Project manager assigned
• Funding and approval happens external to project boundaries
• Many large or complex projects are divided into phases, and repeating it for each subsequent
phases.

Planning Process Group

• Defines and refines the objectives, and plan the course of action required to attain the objective
and scope that the project was undertaken to address.
• Develops project management plan and refines project scope, project cost and schedule.
• It is updated and refined throughout execution process group by rolling wave planning.
• All necessary stakeholders are involved in this process.

Execution Process Group

• Majority of the project budget will be spent in performing Executing Process Group.
• Integrates people and other resources to carry out the project management plan.
• During the project execution, results may require planning updates and re-baselining

Monitoring & Controlling Process Group

• The main benefit of M&E Process Groups is that the project performance is measured and
analyzed at regular intervals.
• Monitoring the ongoing project activities against the project management plan and the project
performance measurement baseline
• Influencing the factors that could circumvent change control or configuration management so
only approved changes are implemented.
• Controlling changes and recommending corrective or preventing action in anticipation of
possible problems.
• M&E Process Group not only monitors and controls the work being done within a Process
Group, but also monitors and controls the entire project effort.

13 | P a g e
Closing Process Group
• Formalizes acceptance of the project or phase deliverable.
• Obtain acceptance by the customer or sponsor to formally close the project or the phase
• Conduct post-project or phase-end review
• Record impacts of tailoring to any process
• Document lessons learned
• Apply appropriate updates to organizational process assets.
• Achieve all relevant project documents in the PMIS to be used as historical data
• Close out all procurement activities
• Perform team members’ assessments
• Release project resources

14 | P a g e
Project Management Knowledge Areas
Project processes categorized by KNOWLEDGE AREAS. The PMBOK® GUIDE lists, describes and explains
10 knowledge areas.

The 10 knowledge areas are:

1. Project Integration Management

2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholders Management

Moreover, each knowledge area contains more than one process to make the 49 processes as shown in
the table below.

**Don’t get confuse between the five Process Groups and the 49 processes.

The five process groups vertically contains the 49 processes for example the Initiating Process Group
includes two processes the first is Develop Project Charter and the second is Identify Stadtholders.

The knowledge areas simply direct you how to use the 49 processes. Therefore, the 49 processes are the
connecter between the 5 Process Groups and the 10 knowledge areas.

15 | P a g e
 10 Knowledge Five Process Groups
Areas
Initiating Planning Process Executing Process Monitoring & Closing
Process Group Group Group Controlling Process Process Group
Group
Project Integration 1. Develop 2. Develop Project 3. Direct & 5. Monitor & 7. Close
Management Project Management Manage Project Control Project Project or
Charter Plan Work Work Phase

4. Manage Project 6. Perform

Knowledge Integrated
Change Control
Project Scope 1. Plan Scope 5. Validate Scope
Management Management
6. Control Scope
2. Collect
Requirements

3. Define Scope

4. Create WBS
Project Schedule 1. Plan Schedule 6. Control
Management Management Schedule

2. Define
Activities

3. Sequence
activities

4. Estimate
Activities
Duration

5. Develop
Schedule

Project Cost 1. Plan Cost 4. Control Cost

Management Management
2. Estimate Costs
3. Determine
Budget
Project Quality 1. Plan quality 2. Manage Quality 3. Control Quality
Management Management

Project Resource 1. Plan Resource 3. Acquire 6. Control

Management Management Resources Resources

2. Estimate 4. Develop Team

Activity
Resources 5. Manage Team

16 | P a g e
Project 1. Plan 2. Manage 3. Monitor
Communication Communication Communication Communication
Management Management Management Management
Project Risk 1. Plan Risk 6. Implement Risk 7. Monitor Risk
Management Management Responses Responses

2. Identify Risks

3. Perform
Qualitative Risk
Analysis

4. Perform
Quantitative
Risk Analysis

5. Plan Risk
Responses
Project 1. Plan 2. Conduct 3. Control
Procurement Procurement Procurement Procurement
Management Management
Project 1. Identify 2. Plan 3. Manage 4. Monitor
Stakeholders Stadtholders Stakeholders Stakeholders Stakeholders
Management Engagement Engagement Engagement

Tools and Techniques

Each one of the 49 processes has inputs and outputs and we use tools and techniques over our inputs to
the outputs. Usually the output from one process is an input for another process

The tools and techniques at PMBOK® GUIDE grouped under these categories:

• Data gathering
• Data analysis
• Communication skills
• Decision making
• Interpersonal and team skills

Each category has a lot of tools and techniques that will be handled in different document

17 | P a g e
Project Information
The project data are continuously collected and analyzed during the dynamic context of the project
execution. The project team should use appropriate terminologies. Such as:

• Work performance data: the row observations and measurements identified during activities
performed to carry out the project work. (Ex: reported present of work physically completed,
quality and technical performance measures, start and finish date of scheduled activities,
number of defects, actual cost, actual duration, etc...)
• Work performance information: the performance data collected from various controlling
processes, analyzed in context and integrated based on relationships across areas.(ex: status of
deliverables, implementation status for change requests, and furcated estimates to complete).
• Work performance reports: the physical or electronic representation of work performance
information is compiled in project documents, intended to raise issues or generate decisions (ex:
status reports, memos, justifications, information notes, etc…)

Tailoring
There is no single project management methodology can be applied to all projects all the time. The
PMBOK® GUIDE is not a methodology. The PMBOK® GUIDE and the standard for project management
are recommended references for tailoring.

Tailoring is very important as every project is unique. Not every process, tool or technique required or
applicable for every project.

Project Management Business Documents

Two documents are interdependent and iteratively developed and maintained through the project life
cycle:

1. Project business cases: created prior the initiation of the project and serves as basis for the
authorization of further project management activities. It is usually the sponsors’ responsibility to
create this document.

Prior-Project
Work

Needs
Assessment Project
Charter
Business Case

Benefits PM
Plan

18 | P a g e
The project business case may include but not limited to:

Business Needs

Analysis of the
Evaluations
situation

Recomendations

2. Project benefits management plan: defining the process of creating, maximizing, and sustaining the
benefits provided by a project.
The project benefits management plan may include but not limited to:

Target
benefits

Startegic
Risks
allignment

Assumptions Timeframe

Benefits
Metrics
owner

19 | P a g e
Project Success Measures
Measurable and clearly project objectives should be documented, and should answer the three
questions:

• What does success looks like?

• How will success be measured?
• What factors may impact success?

The project may meet the scope, schedule, and budget but still not successful from the business
viewpoint

Business Values:
• Business value is defined as the entire value of the business, the total sum of all tangible and
intangible elements.
• Business value is a concept that is unique to each organization.
• All organizations focus on attaining business value for their activities.
• Successful business value realization begins with comprehensive strategic planning and
management.

20 | P a g e
Section 2, The Environment in Which Projects Operates

Enterprise Environmental Factors (EEFs)

Are conditions that not under the control of the project management team. The EEF could be internal or
external to the organization (are inputs to most planning processes)

Internal EEF such as:

• Organization culture, structure
• Resources physical distribution
• Infrastructure
• Resources availability
• Employee performance and capability
• The organizational culture is considered as an enterprise environmental factors

External EEF such as:

• Marketplace conditions
• Social and culture influence
• Legal restrictions
• Commercial
• Government standards

Organizational Process Assets (OPAs)

Organizational process assets are the plans, processes, polices, procedures, and knowledge bases. (are
inputs to most planning processes)

Organizational process assets are grouped in two categories:

• Processes, policies, and procedures;

o Initiating and planning
o Executing, monitoring and controlling
o Closing
• Organizational knowledge bases;
o Configuration management knowledge bases
o Financial databases
o Historical information and lessons learned
o Issue and defect management databases
o Data repositories
o Project files from previous projects

21 | P a g e
Organizational Systems
Projects operate within constraints imposed by the organization through their structure and governance
framework. The project managers need to understand where responsibilities, accountability and
authority reside within organization as this understanding will help them to effectively use their power,
influence, competence, and leadership. The organizational system includes so many factors, the most
important are:

• Management elements
• Governance frameworks
• Organizational structure types

Organizations Governance framework

Governance refers to the organizational or structure arrangements at all levels of an organization
designed to determine and influence the behavior of the organization’s members.

There is no one governance framework that fits or may be applied/ adapt by all organizations. Thus
tailoring becomes essential.

• Organizational governance criteria can impose constraints on projects especially if the project
delivers a service, which will be subject to strict organizational governance.
• It is so important for project manager to be knowledgeable about corporate organizational
governance policies and procedures.
• Organizations use governance to establish strategic directions and performance parameters.
• Project management activities should be aligned with top-level business directions, and if there
is a change, the project objectives need to be re-aligned.
• Project governance is an oversight function that is aligned with the organization governance
model, and encompasses the project life cycle.
• Project governance framework provides the project manager and team with structure,
processes, decision-making model and tools for managing the project.
• The Project governance is a critical element of any project that ensures its success by defining,
documenting and communicating reliable and, repeatable project practices.
• Project governance involves stakeholders as well as documented policies, procedures, and
standards; responsibilities; and authorities.
• The project governance approach should be described in the project management plan.

Governance framework
Framework within the authority is exercised in organization, includes but not limited to:

• Rules, Policies, procedures Norms, relationships, systems, processes

• And the framework influences how:
• Objectives of organization are set and achieved
• Risk is monitored and assessed
• Performance is optimized

22 | P a g e
Governance of Portfolios, Programs, and Projects
Refers to the framework that guide the project/portfolio/programs activities in order to create unique,
service, result, product to meet organizational strategic and operational goals.

Management Elements
Management elements are components that comprise the key functions or general management
principles of the organization. Management elements include:

• Division of work using specialized skills and availability to perform work

• Authority to perform work
• Responsibility to perform work
• Discipline of action
• Unity of command
• Unity of direction
• General goals of the organization
• Paid fairly for work performed
• Clear communication channel
• Right materials to the right person for the right job at the right time
• Fair and equal treatments of people in the workplace
• Clear security of work positions
• Open contribution to planning and execution by tech person
• Optimal morale

Organizational structure types

• Organic or simple
• Functional (centralized)
• Multidivisional with replication for each division with little centralization
• Matrix (strong)
• Matrix (weak)
• Matrix (balanced)
• Project-oriented (composite, hybrid)
• Virtual
• Hybrid
• PMO(portfolio, program, or project management office or organization)

23 | P a g e
Factors in Organization Structure Selection
Factors to consider in selecting an organization structure include but not limited to”

• Degree of alignment with organization objectives

• Specialization capabilities
• Span control efficiency and effectiveness
• Clear line and scope of authority
• Delegation capability
• Physical location

Project Management Office (PMO)

• Management structure standardizes the project related governance
• Facilitates the sharing of resources, methodologies, tools, and techniques
• The primary role of the PMO is to support the project managers
• Three types of PMOs: Supportive, controlling and Directive

The PMO may:

• Make recommendations
• Lead knowledge transfer
• Terminate projects
• Take actions as required

PMO supports project managers by:

• Managing shared resources
• Identifying and developing p project management mythology, best practices, standards…
• Coaching, mentoring, training
• Coordinating the communication across the project

24 | P a g e
Section 3, Role of Project Manager
The project manager role may vary from one organization to organization. The project managers
become involved in a project from initiation to closing. In some situations, the project managers may be
involved in the activities prior the project initiation. The difference between project managers and
operations or functional managers:

Project manager: is assigned to lead the team that is responsible for achieving the project objectives.

Operations manager: are responsible for ensuring that business operations are efficient

Functional manager: is a person who has management authority over an organizational unit—such as a
department—within a business, company, or other organization

The Project Manager

• Apply project management methodology to do his\her work
• Is the person assigned to lead the team that is responsible for achieving the project objectives?
• The only point of contact for the project.
• PM responsibilities includes:
o Planning the work
o Organizing the work
o Managing the day-day activities
o Delivering the project deliverables to the client
o Identifying potential stakeholders
o Balancing the competing demands

The project manager should possess the following skills:

• Knowledge: what the PM knows about project management
• Performance: What PM is able to accomplish
• Personal: How does the PM behave, his/her personality, leadership skills…
• Effective PM requires a balance of ethical, interpersonal, and conceptual skills.

Important Interpersonal skills:

• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision Making
• Political and culture awareness
• Negotiation
• Trust building
• Conflict Management
• Coaching & mentoring

25 | P a g e
Project Team
• The project team includes the project manager and the group of individuals who act together in
performing work of the project to achieve its objectives
• The project team includes the project manager, the project management staff, and other team
members who carry out the work, but who are necessarily involved with management of the
project.
• Project team includes roles such as:
o Project management staff
o Project staff
o Supporting experts
o User or customer representatives
o Sellers
o Business partner members
o Business partners

Stakeholders
Individuals and organizations who are actively involved in the project

• Often have conflicting expectations and objectives

• In general, differences should be resolved in favor of the customer –individual(s) or
organization(s) that will use the outcome of the project
• Stakeholder management is a proactive task
• Project Managers must determine all stakeholders and incorporate their needs into the project

Stakeholders are:
• Project Managers
• Customers
• Performing organizations, owners
• Sponsor
• Team
• Internal/external
• End user
• Society, citizens
• Others: owner, funders, supplier, contractor

26 | P a g e
Project Manager Competencies
The PMI Talent Triangle focuses on the three skills sets needed by project managers:

• Technical project management; the skills to effectively and efficiently apply project manage
knowledge to deliver desired outcomes. PM should demonstrate but not limited to:
o Focus on critical project management elements
o Tailor both traditional and agile tools, techniques and methods
o Plan and prioritize diligently
o Managing project elements; cost , risk, resources, and schedule

• Strategic and Business Management; the ability to see the high-level overview of the
organization, implement and negotiate decisions and actions that supports strategic alignment
and innovation. Includes but limited to:
o Explain essential business aspects of a project
o Work with other sponsor, team, and subject matters to develop appropriate project
delivery strategy
o Maximize the business value of the project by implementing the right strategy in a right
way
o Consider the expertise of the operational managers
o The more the PM knows about the project’s subject matter, the better
o The PM should be able to explain the organization’s strategy, mission, goals and
objectives, products, services, operations, the market conditions, and competitions.
o Ensure the project alignment with the organization by applying the following knowledge
and information: Strategy, mission, goals and objectives, priority, tactics, products and
services.

• Leadership Skills: the ability to guide, motivate, and direct a team.

Qualities and skills of a leader:

o Being a visionary
o Being optimistic and positive
o Being collaborative
o Managing relationships and conflict
o Communication
o Being respectful, courteous, friendly, kind, honest, trustworthy, loyal, and ethical
o Exhibiting integrity and being culturally sensitive, courteous, a problem solver and
decisive
o Focusing in important things
o Having a holistic and systemic view of the project
o Being able to apply critical thinking
o Being able to build effective teams, be service-oriented

27 | P a g e
 Politics and Power; the numerous forms of power including:

o Positional, Informational, Referent, Situational, Personal and charismatic, Relational,

Expert, Reward-oriented, Punitive or coercive, Integrating, Guilt-based, Persuasive,
Avoiding

Leadership and Management

“Management is about arranging and telling. Leadership is about nurturing and enhancing. “Tom Peters

“Management is efficiency in climbing the ladder of success; leadership determines whether the ladder
is leaning against the right wall. “Stephen Covey

Leadership styles
Common examples of leadership styles:

• Laissez-faire
• Transactional
• Servant leader
• Transformational
• Charismatic
• Interactional

These styles may be a result of combination factors associated with the project, as:

• Leader characteristics
• Team member characteristics
• Organizational characteristics
• Environmental characteristics

28 | P a g e
Performing Integration by:
The project manager perform integration role in the project by:

• Working with project sponsor to understand the strategic objectives and ensure the alignment
of the project objectives with those of the portfolio, program, and business areas
• Responsible for convincing everyone on the team to work in the same direction
• Understanding how to integrate the various project processes and where to interact.
(Integration at process level)
• Being able to integrate and apply experience, insight, leadership, and technical and business
management skills to the project. (Integration at cognitive level)
• Understanding how to and applying the integration on the context level as including new
technology, social work , virtual team, and new values (Integration at Context level)

Integration and complexity

Complexity in project is the result of the Organization’s System behavior, human behavior, and
uncertainty within the organization (Ambiguity)

29 | P a g e
Sections 4 – 13, Knowledge Areas
You will find the summary of each knowledge area, a description and explanation of its inputs, outputs
and techniques (ITTOs). It is highly recommended you understand the relationships between the
Knowledge areas and their ITTOs instead of trying to memorize them. Memorizing may help you in the
CAPM exam as most of the questions are direct and to the point, while the PMP exam and the real life
are more complicated and a lot of questions / cases depend on the logical thinking and understanding
rather than memorizing.

Again, this is not a replacement of the PMBOK® GUIDE or any PMP/CAPM exam preparation books. It is
a summary that will help you to go over the most important things and serve as a direct reference.

30 | P a g e
 1. Project Integration Management
Process Name Inputs Outputs Tools & Techniques
Develop Project 1. Business Documents 1. Project Charter 1. Experts Judgment
Charter 2. Agreements 2. Assumption log 2. Data gathering
3. Enterprise Environmental 3. Interpersonal and
Factors team skills
4. Organizational Process Assets 4. Meetings

Develop Project 1. Project Charter 1. Project Management 1. Experts Judgment

Management Plan 2. Outputs From other Processes Plan 2. Data gathering
3. Enterprise Environmental 3. Interpersonal and
Factors team skills
4. Organizational Process Assets 4. Meetings

Direct and Manage 1. Project Management Plan 1. Deliverables 1. Experts Judgment

Project Work 2. Project documents 2. Work Performance data 2. Project
3. Approved Change Requests 3. Issue log management
4. Enterprise Environmental 4. Change requests information
Factors 5. Project management system(PMIS)
5. Organizational Process Assets plan updates 3. Meetings
6. Project documents
updates
7. Organizational process
assets updates
Manage Project 1. Project Management Plan 1. Lesson learned 1. Experts Judgment
Knowledge 2. Project documents 2. Project management 2. Knowledge
3. Deliverables plan updates management
4. Enterprise Environmental 3. Organizational process 3. Information
Factors assets updates management
5. Organizational Process Assets 4. Interpersonal and
team skills
Monitor and Control 1. Project Management Plan 1. Change Requests 1. Experts Judgment
Project Work 2. Project documents 2. Work performance 2. Data analysis
3. Work performance information reports 3. Decision making
4. Agreements 3. Project management plan 4. Meeting
5. Enterprise Environmental updates
Factors 4. Project documents
6. Organizational Process Assets updates

Perform Integrated 1. Project Management Plan 1. Approved change 1. Experts Judgment

Change Request 2. Project documents requests 2. Meetings
3. Work Performance reports 2. Project management plan 3. Change Control
4. Change Requests updates tools
5. Enterprise Environmental 3. Project documents 4. Data analysis
Factors updates 5. Decision making
6. Organizational Process Assets

31 | P a g e
Close Project or Phase 1. Project charter 1. Project documents 1. Experts Judgment
2. Project management plan updates 2. Data analysis
3. Project documents 2. Final product, service, or 3. Meetings
4. Accepted deliverables result transition
5. Business documents 3. Final report
6. Agreements 4. Organizational Process
7. Procurement documentation
8. Organizational process assets

Project Integration Management

Unification, consolidation, articulation and interactive actions those are crucial to project
completion. Integration is about making choices, about where to concentrate resources and
efforts. It also involves making tradeoffs among competing objectives and alternatives.
Integration is primarily concerned with effectively integrating the processes among the Project
Management Process Groups.

• Develop Project Charter

o Authorizes Project Manager
o Created based on a business need, a customer request, or a market demand
o Signed by the performing organization’s senior management.
o Officially confirms the start of the project
o Includes high-level project requirements, acceptance criteria, project objectives,
product requirements, and key milestone dates.

• Develop Project Management Plan

o A formal, approved document that defines how the project is managed, executed,
and controlled. It may be summary or detailed and may be composed of one or
more subsidiary management plans and other planning documents
o The plan guides your work on the project
o It is iterative and progressively elaborated
o PMBOK® GUIDE does not offer Project Management Methodology

• Direct and Manage Project Work

o The process of leading and performing the work defined in the project
management plan, and implementing approved changes to achieve the project’s
objectives.

32 | P a g e
 • Manage project knowledge
o The process of using existing knowledge and creating new knowledge to achieve
the projects’ objectives and contributes to organizational learning

• Monitor and Control Project Work

o The process of tracking, reviewing, and reporting project progress against the
performance objectives defined in the project management plan

• Perform Integrated Change Control

o The process of reviewing, approving, and managing changes across the project

• Close Project / Phase

o The process of finalizing all activities to close the project/phase
o Main risk here is resources tend to leave even before closing the project properly.
o Evaluating project success/failure, formal acceptance, project records, lessons
learned

33 | P a g e
 2. Project Scope Management
Process Name Inputs Outputs Tools & Techniques
Plan Scope 1. Project charter 1. Scope management plan 1. Experts Judgment
Management 2. Project management plan 2. Requirements 2. Data analysis
3. Enterprise Environmental management plan 3. Meetings
Factors
4. Organizational Process Assets
Collect Requirements 1. Project charter 1. Requirements 1. Experts judgement
2. Project management plan documentation 2. Data gathering
3. Project documents 2. Requirements traceability 3. Data analysis
4. Business documents matrix 4. Decision making
5. Agreements 5. Data
6. Enterprise environmental factors representation
7. Organizational process assets 6. Interpersonal and
team skills
7. Context diagram
8. Prototypes
Define Scope 1. Project charter 1. Project scope statement 1. Experts Judgment
2. Scope management plan 2. Project documents 2. Data analysis
3. Project documents updates 3. Decision making
4. Enterprise environmental 4. Interpersonal and
factors team skills
5. Organizational Process Assets 5. Product analysis

Create WBS 1. Project management plan 1. Scope baseline 1. Experts Judgment

2. Project documents 2. Project documents 2. Decomposition
3. Enterprise Environmental updates
Factors
4. Organizational Process Assets
Validate Scope 1. Project management plan 1. Accepted deliverables 1. Inspection
2. Requirements documentation 2. Work performance 2. Decision-making
3. Verified deliverables information
4. Work performance data 3. Change requests
4. Project documents
updates
Control Scope 1. Project management plan 1. Work performance 1. Data analysis
2. Project documents information
3. Work performance data 2. Change requests
4. Organizational process assets 3. Project management
plan updates
4. Project documents
updates

34 | P a g e
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.

• Plan Scope Management

o The process of creating a scope management plan the documents how the project
scope will be defined, validated, and controlled
• Collect Requirements
o The process of determining, defining and documenting stakeholders’ needs to
meet the project objectives
• Define Scope
o The process of developing a detailed description of the project and product
• Create WBS
o The process of subdividing project deliverables and project work into smaller and
more manageable components.
• Validate Scope
o The process of formalizing acceptance of the completed project deliverables.
• Control Scope
o The process of monitoring the status of the project and product scope and
managing changes to the scope baseline

The term scope can refer to:

• Product scope: The features and functions that characterize a product, service, or result.
The completion of product scope is measured against the product requirements

• Project scope: The work performed to deliver a product, service, or result with the
specified features and functions. The project scope is measured against the project
management plan and it is usually includes the product scope.

35 | P a g e
 3. Project Schedule Management
Process Name Inputs Outputs Tools & Techniques
Plan Schedule 1. Project charter 1. Schedule management 1. Experts Judgment
Management 2. Project management plan plan 2. Data analysis
3. Enterprise Environmental 3. Meetings
Factors
4. Organizational Process Assets
Define Activities 1. Project management plan 2. Activity list 1. Experts Judgment
2. Enterprise Environmental 3. Activity attributes 2. Decomposition
Factors 4. Milestone list 3. Rolling wave
3. Organizational Process Assets 5. Change requests planning
6. Project management 4. Meetings
plan updates
Sequence Activities 1. Project management plan 1. Project schedule 1. Precedence
2. Project documents network diagram diagramming
3. Enterprise Environmental 2. Project documents method(PDM)
Factors updates 2. Dependency
4. Organizational Process Assets determination
3. Leads and lags
4. PMIS

Estimate Activity 1. Project management plan 1. Duration estimates 1. Experts Judgment

Duration 2. Project documents 2. Basis of estimates 2. Analogous
3. Enterprise Environmental 3. Project documents estimating
Factors updates 3. Parametric
4. Organizational Process Assets estimating
4. Three-point
estimating
5. Bottom up
estimating
6. Data analysis
7. Decision making
8. Meetings

36 | P a g e
Develop Schedule 1. Project management plan 1. Schedule baseline 1. Schedule
2. Project documents 2. Project schedule network analysis
3. Agreements 3. Schedule data 2. Critical path
4. Organizational assets 4. Project calendars method
5. Project management 3. Critical chain
plan updates method
6. Project documents 4. Resource
updates optimization
7. Change requests techniques
8. Project management 5. Data analysis
plan updates 6. Leads and lags
7. PMIS
8. Agile release
planning

Control Schedule • Project management plan 1. Work performance 1. Data analysis

• Project documents information 2. Critical path
• Work performance data 2. Schedule forecasts method
• Organizational Process Assets 3. Change requests 3. PMIS
4. Project management 4. Resource
plan updates optimization
5. Project documents 5. Leads and lags
updates 6. Schedule
compression

Project Schedule Management

Project Schedule Management includes the processes required to manage timely completion of
the project.
The project schedule management processes and their associated tools and techniques are
documented in the schedule management plan. The schedule management plan is contained in,
or is a subsidiary plan of, the project management plan.

• Plan Schedule Management

o The process of establishing the policies, procedures, and documentation for
planning, developing, managing, executing, and controlling the project schedule
• Define Activities
o The process of identifying the specific actions to be performed to produce the
project deliverables
• Sequence Activities
o The process of identifying and documenting relationships among the project
activities

37 | P a g e
 • Estimate Activity Durations
o The process of approximating the number of work periods needed to complete
individual activities with estimated resources.
• Develop Schedule
o The process of analyzing activity sequences, durations, resource requirements,
and schedule constraints to create the project schedule model.
• Control Schedule
o The process of monitoring the status of the project to update project progress
and managing changes to the schedule baseline.

38 | P a g e
 4. Project Cost Management
Process Name Inputs Outputs Tools & Techniques
Plan Cost 1. Project management plan Cost management plan 1. Experts Judgment
Management 2. Project charter 2. Data analysis
3. Enterprise Environmental 3. Meetings
Factors
4. Organizational Process Assets
Estimate Costs 1. Project management plan 1. Cost estimates 1. Experts Judgment
2. Project documents 2. Basis of estimates 2. Analogous
3. Enterprise Environmental 3. Project documents estimating
Factors updates 3. Parametric
4. Organizational Process Assets estimating
4. Bottom-up
estimating
5. Three-point
estimating
6. Data analysis
7. PMIS
8. Decision making
Determine Budget 1. Project management plan 1. Cost baseline 1. Cost aggregation
2. Project documents 2. Project funding 2. Data analysis
3. Business documents requirements 3. Expert judgment
4. Agreements 3. Project documents 4. Historical
5. Organizational Process Assets updates relationships
6. Enterprise Environmental 5. Funding limit
Factors reconciliation
6. Financing

Control Costs 1. Project management plan 1. Work performance 1. Experts

2. Project documents information judgement
3. Project funding requirements 2. Cost forecasts 2. Data analysis
4. Work performance data 3. Change requests 3. To-complete
5. Organizational Process Assets 4. Project management performance
plan updates index(TCPI)
5. Project documents 4. PMIS
updates

39 | P a g e
Project Cost Management
Include the processes Involved in planning, estimating, budgeting, funding, managing, and
controlling costs so that the project can be completed within the approved budget.

• Plan Cost Management

o The process that establishes the policies, procedures, and documentation for
planning, managing, expending, and controlling project costs
• Estimate Costs
o The process of developing an approximation of the monetary resources needed
to complete project activities
• Determine Budget
o The process of aggregating the estimated costs of individual activities or work
packages to establish an authorized cost baseline.
• Control Costs
o The process of monitoring the status of the project to update the project budget
and managing changes to the cost baseline.

40 | P a g e
 5. Project Quality Management
Process Name Inputs Outputs Tools & Techniques
Plan Quality 1. Project charter 1. Quality management 1. Expert
Management 2. Project management plan plan judgement
3. Project documents 2. Quality metrics 2. Data gathering
4. Enterprise environmental 3. Project management 3. Data analysis
factors plan updates 4. Decision making
5. Organizational Process Assets 4. Project documents 5. Data
updates representation
6. Test and
inspection
planning
7. Meetings
Manage Quality 1. Project management plan 1. Quality report 1. Data gathering
2. Project documents 2. Test and evaluation 2. Data analysis
3. Organizational Process Assets document 3. Decision making
3. Change requests 4. Data
4. Project management representation
plan updates 5. Audits
5. Project documents 6. Design for x
updates 7. Problem solving
8. Quality
improvements
method

Control Quality 1. Project management plan 1. Quality control 1. Data gathering

2. Work performance data measurements 2. Data analysis
3. Approved change requests 2. Validated deliverables 3. Inspection
4. Deliverables 3. Work performance 4. Test/product
5. Project documents information evaluations
6. Organizational Process Assets 4. Change requests 5. Data
7. Enterprise environmental 5. Project management representation
factors plan updates 6. Meetings
6. Project documents
updates

41 | P a g e
Project Quality Management
Includes the processes and activities of the performing organization that determine quality
policies, objectives, and responsibilities so that the project will satisfy the needs for which it
was undertaken. It implements the quality management system through policy and procedures
with continuous process improvement activities conducted throughout, as appropriate.

• Plan Quality Management

o The process of identifying quality requirements and/or standards for the project
and product, and documenting how the project will demonstrate compliance
with quality requirements
• Manage Quality
o The process of auditing the quality requirements and the results from quality
control measurements to ensure appropriate quality standards and operational
definitions are used.
• Quality Control(QC)
o The process of monitoring and recording results of executing the quality
activities to assess performance and recommend necessary changes.

42 | P a g e
 6. Project Resource Management
Process Name Inputs Outputs Tools & Techniques
Plan Resource 1. Project charter 1. Resource management 1. Organizational
Management 2. Project management plan plan theory
3. Project documents 2. Team charter 2. Expert judgment
4. Enterprise environmental 3. Project documents 3. Data
factors updates representation
5. Organizational process assets 4. Meetings
Estimate Activity 1. Project management plan 1. Resource requirements 1. Expert
Resources 2. Project documents 2. Basis of estimates judgement
3. Enterprise environmental 3. Resources breakdown 2. Bottom up-
factors structure estimating
4. Organizational process assets 4. Project documents 3. Analog
updates estimating
4. Parametric
estimating
5. Data analysis
6. PMIS
7. Meetings
Acquire Resources 1. Project management plan 1. Physical resource 1. Decision making
2. Project documents assignments 2. Interpersonal and
3. Enterprise environmental 2. Project team team skills
factors assignments 3. Pre- assignments
4. Organizational process assets 3. Resource calendars 4. Virtual teams
4. Change requests
5. Project management
plan updates
6. Project documents
updates
7. Enterprise
environmental factors
8. Organizational process
assets

Develop Team 1. Project management plan 1. Team performance 1. Colocation

2. Project documents assessments 2. Virtual team
3. Enterprise environmental 2. Change requests 3. Communication
factors 3. Project management technology
4. Organizational process assets plan updates 4. Interpersonal and
4. Project documents team skills
updates 5. Recognition and
5. Enterprise rewards
environmental factors 6. Training
updates 7. Individual and
6. Organizational process team assessment
assets updates 8. Meetings

43 | P a g e
 Manage Team 1. Project management plan 1. Change requests 1. Interpersonal and
2. Project documents 2. Project management team skills
3. Team performance assessments plan updates 2. PMIS
4. Work performance reports 3. Project documents
5. Organizational process assets updates
6. Enterprise environmental 4. Enterprise
factors updates environmental factors
updates
Control Resources 1. Project management plan 1. Work performance 1. Data analysis
2. Project documents information 2. Problem solving
3. Work performance data 2. Change requests 3. Interpersonal and
Agreements 3. Project management team skills
4. Organizational process assets plan updates 4. PMIS
4. Project documents
updates

Project Resource Management

Resource management includes the processes that organize, manage, and lead the project
team as well as all kind of resources.
“The project management team, is a subset of the project team, and is responsible for the
project management and leadership activities such as initiating, planning, executing,
monitoring, controlling, and closing the various project phases. This group can also be referred
to as the core, executive, or leadership team.”

• Plan Resource Management

o The process of identifying and documenting project roles, responsibilities, and
required skills, reporting relationships, and creating a staffing management plan
• Estimate activity resources
o The process of identifying the estimating team resources, the type, quantity,
characteristics of all type of resources (personal, materials, equipment...)
required to complete the project.
• Acquire Resources
o The process of confirming and obtaining the human resource, facilities,
equipment, materials, supplies, and other resources availability necessary to
complete project work.
• Develop Team
o The process of improving the competencies, team member interaction, and the
overall team environment to enhance project performance.

44 | P a g e
 • Manage Team
o The process of tracking team member performance, providing feedback,
resolving issues, and managing changes to optimize project performance
• Control resources
o The process of ensuring that the physical resources are assigned, allocated to the
project and available as planned. As well as keeping these resources under control
by tracking, monitoring, and taking corrective actions.

45 | P a g e
 7. Project Communications Management
Process Name Inputs Outputs Tools & Techniques
Plan Communications 1. Project charter 1. Communications 1. Experts
Management 2. Project management plan management plan judgement
3. Project documents 2. Project management 2. Communication
4. Enterprise environmental plan updates requirements
factors 3. Project documents analysis
5. Organizational process assets updates 3. Communication
technology
4. Communication
models
5. Communication
Methods
6. Interpersonal;
and team skills
7. Data
representation
8. Meetings
Manage 1. Project management plan 1. Project communications 1. Communication
Communications 2. Project documents 2. Project management technology
3. Work performance reports plan updates 2. Communication
4. Enterprise environmental 3. Project documents methods
factors updates 3. Communications
5. Organizational process assets 4. Organizational process skills
assets updates 4. PMIS
5. Project reporting
6. Interpersonal and
team skills
7. Meetings
Monitor 1. Project management plan 1. Work performance 1. Expert judgment
Communications 2. Project documents information 2. PMIS
3. Work performance data 2. Change requests 3. Meeting
4. Enterprise environmental 3. Project management 4. Data
factors plan updates representations
5. Organizational process assets 4. Project documents 5. Interpersonal and
updates team skills

46 | P a g e
Project Communications Management
Includes the processes required to ensure timely and appropriate planning, collection,
distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of
project information. Project managers spend the majority of their time communicating with
team members and other project stakeholders.

• Plan Communications Management

o The process of developing an appropriate approach and plan for
communications based on stakeholder’s information needs and requirements,
and available organizational assets
• Manage Communications
o The process of creating, collecting, distributing, storing, retrieving and ultimate
disposition of project information in accordance with communications
management plan
• Monitor Communications
o The process of monitoring and controlling communications throughout the
entire project life cycle

47 | P a g e
 8. Project Risk Management
Process Name Inputs Outputs Tools & Techniques
Plan Risk Management 1. Project documents 1. Risk management plan 1. Data analysis
2. Project management plan 2. Expert judgment
3. Project charter 3. Meetings
4. Enterprise environmental
factors
5. Organizational process assets
Identify Risks 1. Project management plan 1. Risk register 1. Experts
2. Project documents 2. Risk report judgement
3. Agreements 3. Project documents 2. Data gathering
4. Procurement documentation updates 3. Data analysis
5. Enterprise environmental 4. Interpersonal and
factors team skills
6. Organizational process assets 5. Prompt lists
6. Meetings
Perform Qualitative 1. Project management plan 1. Project documents 1. Experts
Risk Analysis 2. Project documents updates judgement
3. Enterprise environmental 2. Data gathering
factors 3. Data analysis
4. Organizational process assets 4. Interpersonal and
team skills
5. Risk
categorization
6. Data
representation
7. Meetings
Perform Quantitative 1. Project management plan 1. Project documents 1. Experts
Risk Analysis 2. Project documents updates judgement
3. Enterprise environmental 2. Data gathering
factors 3. Data analysis
4. Organizational process assets 4. Interpersonal and
team skills
5. Representation
of uncertainty

Plan Risk Responses 1. Project management plan 1. Change requests 1. Strategies for
2. Project documents 2. Project management threats
3. Enterprise environmental plan updates 2. Strategies for
factors 3. Project documents opportunity
4. Organizational process assets updates 3. Contingent
response
strategies
4. Expert judgment
5. Data gathering

48 | P a g e
 6. Interpersonal and
team skills
7. Strategies for
overall project
8. Data analysis
9. Decision making

Implement Risk 1. Project management plan 1. Change requests 1. Expert judgment

Responses 2. Project documents 2. Project documents 2. interpersonal and
3. Organizational process assets updates team skills
3. PMIS

Monitor Risks 1. Project management plan 1. Work performance 1. Data analysis

2. Project documents information 2. Audits
3. Work performance data 2. Change requests 3. Meetings
4. Work performance reports 3. Project management
plan updates
4. Project documents
updates
5. Organizational process
assets updates

Project Risk Management

The processes of conducting risk management planning, identification, analysis, response
planning, and monitoring and control on a project. The objectives of Project Risk Management
are to increase the probability and impact of positive events, and decrease the probability and
impact of negative events in the project.
“Project risk is always in the future. Risk is an uncertain event or condition that, if it occurs, has
an effect on at least one project objective. Objectives can include scope, schedule, cost, and
quality.”

49 | P a g e
 • Plan Risk Management
o The process of defining how to conduct risk management activities for a project
• Identify Risks
o The process of determining which risks may affect the project and documenting
their characteristics
• Perform Qualitative Risk Analysis
o The process of prioritizing risks for further analysis or action by assessing and
combining their probability of occurrence and impact
• Perform Quantitative Risk Analysis
o The process of numerically analyzing the effect of identified risks on overall
project objectives.
• Plan Risk Responses
o The process of developing options and actions to enhance opportunities and to
reduce threats to project objectives.
• Implement Risk Responses
o The process of implementing what is agreed upon in the risk responses plan.
• Monitor Risks
o The process of monitoring the implementation of the risk response plans, tracking
identified risks, monitoring residual risks, identifying new risks, and evaluating risk
process effectiveness throughout the project.

50 | P a g e
 9. Project Procurement Management
Process Name Inputs Outputs Tools & Techniques
Plan Procurement 1. Project charter 1. Procurement 1. Expert judgment
Management 2. Business documents management plan 2. Data gathering
Project management plan 2. Procurement strategy 3. Data analysis
3. Project documents 3. Bid documents 4. Source selection
4. Enterprise environmental 4. Procurement statement analysis
factors of work 5. Meetings
5. Organizational process assets 5. Source selection criteria
6. Make-or-buy decision
7. Independent cost
estimate
Conduct Procurements 1. Project management plan 1. Selected seller 1. Bidder
2. Procurement documents 2. Agreements conference
3. Procurement documentation 3. Resource calendars 2. Expert judgment
4. Seller proposals 4. Change requests 3. Advertising
5. Organizational process assets 5. Project management 4. Data analysis
6. Enterprise environmental plan updates 5. Interpersonal and
factors 6. Project documents team skills
updates
Control Procurements 1. Procurement management plan 1. Closed procurement 1. Experts
2. Project documents 2. Work performance judgement
3. Agreements information 2. Inspections
4. Approved change request 3. Procurement 3. Audits
5. Work performance reports documentation 4. Data analysis
6. Work performance data 4. Change requests 5. Claims
7. Organizational process assets 5. Project management administration
8. Enterprise environmental plan updates
factors
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.

• Plan Procurement Management

o The process of documenting project purchasing decisions, specifying the
approach, and identifying potential sellers
• Conduct Procurements
o The process of obtaining seller responses, selecting a seller, and awarding a
contract
• Control Procurements
o The process of managing procurement relationships, monitoring contract
performance, and making changes and corrections as needed.

51 | P a g e
 10. Project Stakeholder Management
Process Name Inputs Outputs Tools & Techniques
Identify Stakeholders 1. Project Charter 1. Stakeholder register 1. Stakeholder
2. Business documents 2. Change requests analysis
3. Project management plan 3. Project management 2. Expert judgment
4. Project documents update 3. Meetings
5. Agreements 4. Project documents 4. Data analysis
6. Enterprise environmental updates 5. Data
factors representation
7. Organizational process assets 6. Meetings

Plan Stakeholder 1. Project charter 1. Stakeholder engagement 1. Data analysis

Engagement 2. Project documents plan 2. Data gathering
3. Project management plan 3. Decision making
4. Agreements 4. Expert
5. Enterprise environmental judgement
factors 5. Data
6. Organizational process assets representation
6. Meetings
Manage Stakeholder 1. Project management plan 1. Change requests 1. Experts
Engagement 2. Project documents 2. Project management judgement
3. Enterprise environmental plan updates 2. Communication
factors 3. Project documents skills
4. Organizational process assets updates 3. Interpersonal and
team skills
4. Ground rules
5. Meetings
Monitor Stakeholder 1. Project management plan 1. Work performance 1. Data analysis
Engagement 2. Work performance data information 2. Decision making
3. Project documents 2. Change requests 3. Data
4. Enterprise environmental 3. Project management representation
factors plan updates 4. Communication
5. Organizational process assets 4. Project documents skills
updates 5. Interpersonal and
team skills
6. Meetings

52 | P a g e
Project Stakeholder Management
Includes the processes required to identify the people, groups, or organizations that could
impact or be impacted by the project, to analyze stakeholder expectations and their impact on
the project, and to develop appropriate management strategies for effectively engaging
stakeholders in project decisions and execution.

• Identify Stakeholders
o The process of identifying all people or organizations could impact or be impacted
by a decision, activity, or outcome of the project; and analyzing and documenting
relevant information regarding their interests, involvement, influence and impact
on project success.
• Plan Stakeholder Engagement
o The process of developing appropriate approaches to effectively engage
stakeholders throughout the project life cycle based on their roles, expectations,
influence…
• Manage Stakeholder Engagement
o The process of communicating and working with stakeholders to meet their
needs/expectations
• Monitor Stakeholder Engagement
o The process of monitoring overall project stakeholder relationships and adjusting
strategies and plans for engaging stakeholders

53 | P a g e