Project Management Terms

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 Definition: Project
• A temporary endeavor that
produces a unique product,
service, or result
• Temporary in nature and has a
definite beginning and ending
• Can be part of large Program or
Portfolio
Progressively
Unique Temporary
Elaborated

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 Project Management
• Project management is the application of
knowledge, skills, tools, and techniques to
satisfy project requirements
• Preparing a business case to justify the
investment
• Estimating resources and times
• Developing and implementing a management
plan for the project
• Leading and motivating the project delivery
team
• Managing the risks, issues, and changes on the
project
• Monitoring progress against plan
• Closing the project in a controlled fashion when
appropriate

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 Program Management
• Group of related projects managed in a coordinated way
to obtain benefits and control not available from
managing them individually
• Must be some value add in managing them together
as a program
• A project may or may not be part of a program, but a
program will always have projects
• Focuses on the project interdependencies and helps
to determine the optimal approach for managing
them

Program

Project1 Project2 Project3 Project4

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 Portfolio Management
• A portfolio is a collection of projects, programs,
subsidiary portfolios, and operations managed as
a group to achieve strategic objectives.
• Collections of Projects, Programs, subsidiarity Portfolios
• Achieve strategic (long term) objectives

Portfolio

Program1 Program2 Project1 Project2

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 Operations Management
• Deals with the ongoing production of goods
and/or Services
• Considers the acquisition, development, and
utilization of resources that firms need to
deliver the goods and services

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 Value of Projects
• What value will this project bring to the
company upon completion?
• Why should we undertake this project?
• Money, Brand Reputation, Customer
Service, New or Change product or
Service

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 Projects enable changes
• Project can be a vehicle for change in
an organization
• Takes a company from a current state to
desired state

Current Desired
State State

current state vs desired state

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 Phases and Deliverables
• A phase is a collection of logically related project
activities that culminates in the completion of
one or more deliverables.
• The number of the phases depends on the industry type
and size and the complexity of the project
• A deliverable is any unique and verifiable
product, service or result.
• May be tangible or intangible
• Must be accepted by the customer or sponsor for the
phase

Phase 1 Phase 2 Phase 3

Deliverable Deliverable Deliverable

Project Output
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 Project Life Cycle
• A representation of the phases that a project
typically goes through from start to finish
• Can be either predictive or adaptive

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 Project Governance
• Project Governance
• Framework within which
project decisions are made
• Three pillars:
• Structure
• People
• Information

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 Stakeholders
• Individuals, group, or organization that may affect,
be affected, or perceive to be affected by the
project.
Key Stakeholders
• Project Manager - manages the project
• Customer - uses the project deliverable
• Project team - the collection of individuals
completing the project work
• Project Sponsor – Provides resources and
support
• Functional Manager - Departmental Manager,
i.e Manager of Engineering, Vice President of
Marketing, Director of IT. Generally controls
resources

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 Project Manger Role
1. Initiator: An initiator is someone who takes the first step or proposes an idea or action. They
are proactive in bringing forth new concepts, projects, or solutions to problems. Initiators are
often innovative, creative, and forward-thinking individuals who drive the initiation and
development of ideas within a group or organization.
2. Negotiator: A negotiator is an individual who engages in discussions or formal negotiations to
reach mutually agreeable solutions or outcomes. Negotiators focus on finding common
ground, resolving conflicts, and reaching compromises that satisfy the interests of all parties
involved. They possess strong communication, problem-solving, and interpersonal skills to
facilitate effective negotiation processes.
3. Listener: A listener is someone who pays attention to others' ideas, thoughts, or concerns
during conversations or discussions. They give importance to active listening, empathizing
with speakers, and comprehending the messages being conveyed. Listeners create a
supportive and respectful environment, encouraging open communication and fostering
understanding among team members.
4. Coach: A coach is a person who guides and supports individuals or teams in achieving their
goals, improving performance, and enhancing their skills. Coaches provide constructive
feedback, offer guidance, and assist in developing action plans. They help individuals unlock
their potential, overcome challenges, and maximize their personal and professional growth.
5. Working member: A working member refers to an individual who actively participates as a
member of a team or group. They contribute their knowledge, skills, and efforts towards
achieving collective objectives. Working members collaborate with others, fulfill assigned
tasks, and take responsibility for their contributions within the team dynamics.
6. Facilitator: A facilitator is someone who manages group processes, discussions, or meetings to
ensure effective communication, collaboration, and decision-making. They create a structured
environment, encourage equal participation, and help the group achieve its intended
outcomes. Facilitators remain neutral, unbiased, and focus on maintaining a productive and
inclusive atmosphere.

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 Project Manger Role
• Initiator: An initiator is someone
who takes the first step or proposes
an idea or action.
• Negotiator: A negotiator is an
individual who engages in
discussions or formal negotiations to
reach mutually agreeable solutions
or outcomes.
• Listener: A listener is someone who
pays attention to others' ideas,
thoughts, or concerns during
conversations or discussions.
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 Project Manger Role
• Coach: A coach is a person who guides
and supports individuals or teams in
achieving their goals, improving
performance, and enhancing their
skills.
• Working member: A working member
refers to an individual who actively
participates as a member of a team or
group.
• Facilitator: A facilitator is someone who
manages group processes, discussions,
or meetings to ensure effective
communication, collaboration, and
decision-making.

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 Milestone vs task duration
• Milestone: A milestone is a
significant event or achievement in a
project that marks a key point or
completion of a major deliverable.
• Task Duration: Task duration refers
to the amount of time it takes to
complete a specific task or activity
within a project.

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 Project Roles
• Empowered to lead the project
Project • Authorized to make decisions
Manager • Responsible for the success or failure of the project

Project
Coordinat • Weaker then the PM
or • May be authorized to make
decisions

Project
Expeditor • Weakest role of the PM world
• Very limited decision ability

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 Project Management Office
• Organizational Structure that standardizes
the processes and facilitates the sharing
of resources, methodologies, tools, and
techniques
• Types:
• Supportive: Supports the project manager,
such as providing templates, training, or
lessons learned form other projects.
• Controlling: Determines the framework or
methodology and use of specific forms
• Directive: Controls the project. PM will be
assigned and report to the PMO.

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 Project Bosses
• Sponsor
• Internal or External
• Project Champion
• Funding the project
• Maybe used to resolve conflicts in the
project
• Program Manager
• Senior to Project Manager
• Maybe responsible for several projects
executing at the same time
• Maybe used to resolve conflicts in the
project

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 Organizational Structures
• Functional Organizations
• Structure that groups staff members according to
their area of expertise (sales, marketing,
construction, etc.). Functional structures require
the project team members to report directly to
the functional manager
• Matrix Organizations
• There are three matrix structures: weak, balanced,
and strong. The different structures are reflective
of the project manager's authority in relation to
the functional manager's authority.
• Project Oriented Organizations, (Projectized)
• Structure where the PM has the greatest amount
of authority. The project team is assigned to the
project on a full-time basis. When the project is
complete, the project team members moves on to
other assignments within the organization.
• Hybrid
• Blended type
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 Organizational Structures Chart
Functional Weak Matrix Balance Matrix Strong Matrix Projectized

Low to Moderate to
PM Little/No Low High/Total
Moderate High

Low to Moderate to
Resource Avail. Little/No Low High/Total
Moderate High

Functional Functional
Budget controls Mixed PM PM
Manger Manger

Pm Role PT PT PT/FT FT FT

PM Staff PT PT PT/FT FT FT

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 Project Constraints
 Scope
 Schedule
 Cost
 Risk
 Quality
 Resources
Scope

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 Areas of a Project
• Scope
• Work to be done
• Schedule
• Time to get the work done
• Cost
• Budget of the work
• Quality
• Customer satisfaction of work

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 Areas of a Project
• Resources
• Managing the people and material resources
• Communications
• All stakeholders get the correct information at the
right time
• Risk
• Identifying and responding to risk over the
lifecycle of the project
• Procurements
• Acquiring resources from outside the project team
• Stakeholders' engagement
• Keeping all stakeholders active and alert on the project

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 Project Management
approaches
• Two primary approaches: predictive (also
known as traditional or waterfall) and
adaptive (also known as agile or iterative).
• Predictive Approach: The predictive
approach follows a linear and sequential
process.
• It involves detailed planning and
documentation upfront, with a focus on
predicting and defining the project scope,
objectives, timeline, and deliverables.
• Extensive upfront planning
• Sequential execution
• Emphasis on control and documentation:
• Limited flexibility, limited changes with a
well define change control process

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 Project Management
approaches
• The adaptive approach focuses on
flexibility, collaboration, and iterative
development.
• It embraces change throughout the
project and emphasizes continuous
feedback and improvement.
• Iterative and incremental
development
• Customer collaboration
• Emphasis on adaptability
• Self-organizing teams
• The adaptive approach, commonly
used in agile methodologies like
Scrum or Kanban

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 Product vs. Project
Management
• Product Management:
• Product management encompasses
the strategic planning, development,
and lifecycle management of a
product or service.
• It involves understanding market
needs, defining product strategy,
gathering requirements, and
overseeing the product's
development, launch, and ongoing
optimization.
• Product managers are responsible
for the overall success of the
product, aligning it with business
objectives and customer demands.

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 Product vs. Project
Management
• Project Management:
• Focuses on the successful
execution and delivery of
specific projects within a
defined scope, timeline, and
budget.
• Project managers are
responsible for planning,
coordinating, and managing
the activities required to
achieve project goals.
• They ensure the project is
completed on time, within
budget, and according to the
specified quality standards.

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 Product vs. Project
Management
• Product managers work closely with
project managers to translate the
product strategy and roadmap into
actionable project plans.
• Project managers oversee the
execution of those plans, ensuring
that the product is developed,
tested, and delivered according to
the defined specifications.
• While project management is a part
of product development, it is just one
component.

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 Issues, risks, assumptions,
and constraints
• Risks are potential events or situations
that may occur in the future and have an
impact on the project's success.
• Issues refer to problems or challenges
that arise during the course of a project.
They are typically negative events or
circumstances that can hinder progress
or impact project objectives.
• Assumptions are statements or beliefs
that are considered to be true or valid
for the purpose of planning and
decision-making.
• Constraints are limitations or restrictions
that affect project planning and
execution.
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 Leadership vs. Management
• Management
• Management focuses on tasks,
processes, and operations to ensure
efficient execution
• It involves planning, organizing,
coordinating, and controlling
resources
• Managers have formal authority and
responsibility within the organization
• They maintain stability, control, and
order, ensuring established
processes and procedures are
followed.
• Focus on coordinating and directing
tasks, resources, and processes to
achieve predetermined objectives.

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 Leadership vs. Management
• Ensure that work is completed
efficiently
• Management often focuses on
immediate goals and operational
efficiency
• Management aims to maintain
stability, implementing processes
and procedures that minimize
risks
• Managers focus on achieving
efficiency and optimizing
resources

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 Leadership vs. Management
• Leadership:
• Focuses on inspiring and
influencing others
• Involves setting direction,
motivating and empowering
individuals
• They inspire and influence
others
• They encourage collaboration,
trust, and empowerment

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 Leadership vs. Management

PMI, Process Group a Practice Guide, Page:

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 Emotional Intelligence
• Emotional Intelligence (EQ) refers to the
ability to recognize, understand, and
manage emotions, both in oneself and in
others.
• It involves being aware of one's own
emotions, effectively handling them,
empathizing with others, and using
emotions to guide thinking and behavior.
• In project management, EQ plays a
significant role

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 Emotional Intelligence
• Relationship Building
• Communication and Conflict
Management
• Motivation and Influence
• Leadership and Decision Making
• Stakeholders Management

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Project Management
Principles
PMBOK GUIDE 7 TH EDITION
 Principles
•Principles serves as foundational guidelines
for strategy, decision making, and problem
solving.
•Professional standards and methodologies
are often based on principles.
•Principles for project management provide
guidance for the behavior of people
involved in projects
PMI Code of Ethics and
Professional Conduct
Principles can, but do not necessarily, reflect
morals.
A code of ethics is related to morals.
A code of ethics for a profession can be adopted
by an individual or profession to establish
expectations for moral conduct. PMI is based on
four values:
◦ Responsibility
◦ Respect
◦ Fairness
◦ Honesty
Project vs. General
Management Principles
Principles of project management can
also have areas of overlap with
general management principles

General
Project
Management
Management
Principles
Principles
12 Principles
1. Be a diligent, respectful, and
caring steward
2. Create a collaborative project
team environment
3. Effectively engage with
stakeholders
4. Focus on value
5. Recognize, evaluate, and respond
to system interactions
6. Demonstrate leadership behaviors
 12 Principles
7. Tailor based on context
8. Build quality into processes
and deliverables
9. Navigate complexity
10. Optimize risk responses
11. Embrace adaptability and
resiliency
12. Enable change to achieve the
envisioned future state
 Be A Diligent, Respectful,
and Caring Steward
STEWARDSHIP: “The act of taking care of or managing
something, for example property, an organization,
money or valuable objects.”
- https://www.oxfordlearnersdictionaries.com/
Stewards act sensibly to carry out actions with
integrity, care, and trustworthiness while keeping
compliance with internal and external guidelines.
They demonstrate a broad commitment to
financial, social, and environmental impacts of the
projects they support.
Stewardship has responsibilities both within and
external to the company.
Be A Diligent, Respectful,
and Caring Steward
Stewardship includes:
◦ Integrity
◦ Stewards behave honestly and ethically
◦ Care
◦ Stewards are fiduciaries of the organizational matters
in their charge, and they diligently oversee them.
◦ Trustworthiness
◦ Stewards represent themselves, their roles, their
project team, and their authority accurately, both
inside and outside of the organization.
◦ Compliance
◦ Stewards comply with laws, rules, regulations, and
requirements.

A holistic view of stewardship considers

financial, social, technical, and sustainable
environmental awareness.
Create a collaborative project team
environment
TEAM
Projects are done by project teams.
Project teams are made up of people who have diverse
skills, knowledge, and experience.
Project teams that work collaboratively can finish a
shared objective more effectively and efficiently than
individuals working on their own.
Project teams work within organizational and
professional cultures and guidelines, often establishing
their own “local” culture.
A collaborative project team environment facilitates:
• Alignment with other organizational cultures and
guidelines,
• Individual and team learning and development, and
• Optimal contributions to deliver desired outcomes.
Create a collaborative project team
environment

Project Teams will be affected by:

Team agreements.
◦ Team agreements represent a set of
behavioral parameters and

Organizational structures
◦ Project teams use, tailor, and implement
structures that help

Processes.
◦ Project teams define processes that enable
completion of tasks and work assignments.
Create a collaborative project team
environment
Transparency on roles and responsibilities can improve
team cultures.
Authority. The order of having the right, within a given
context, to make relevant decisions, establish or improve
procedures, apply project resources, expend funds, or give
approvals.
Accountability. The condition of being answerable for an
outcome. Accountability is not shared.
Responsibility. The condition of being obligated to do or
fulfill something. Responsibility can be shared.
A diverse project team can develop the project
atmosphere by bringing together different perspectives.
Teams should incorporate practice standards, ethical
codes, and other guidelines as part of the professional
work within the project team and the organization.
A collaborative project team environment promotes the
free exchange of information and individual knowledge.
Effectively engage with
stakeholders
STAKEHOLDERS
Engage stakeholders proactively and to the
point needed to contribute to project success
and customer satisfaction.
Stakeholders impact projects, performance,
and outcomes.
Project teams work for other stakeholders by
engaging with them.
Stakeholder engagement proactively
improves value delivery.
Effectively engage with
stakeholders
Stakeholders can affect many aspects of a
project, including but not limited to:
◦ Scope/requirements
◦ Schedule
◦ Cost
◦ Project team
◦ Plans
◦ Outcomes
◦ Culture
◦ Benefits realization
◦ Risk
◦ Quality
◦ Success
Effectively engage with
stakeholders
Identifying, analyzing, and proactively engaging
with stakeholders from the start to the end of
the project
Project teams are a group of stakeholders.
Consist of defining how, when, how often, and
under what situations stakeholders want to be
and should be engaged.
This relies on interpersonal skills, including
taking initiative, integrity, honesty,
collaboration, respect, empathy, and
confidence.
Engagement helps project teams detect, collect,
and evaluate information, data, and opinions.
Project teams actively engage other
stakeholders throughout the project to
minimize potential negative impacts and
maximize positive impacts.
 Focus on value
VALUE
Continually evaluate and adjust project alignment
to business objectives and intended benefits and
value.
Value is the ultimate indicator of project success.
Value can be realized throughout the project, at
the end of the project, or after the project is
complete.
Value, and the benefits that contribute to value,
can be defined in quantitative and/or qualitative
terms.
A focus on outcomes allows project teams to
support the intended benefits that lead to value
creation.
Project teams evaluate progress and adapt to
maximize the expected value.
 Focus on value
Includes outcomes from the perspective of the
customer or end user, is the ultimate success
indicator and driver of projects.
A business case contains at least these
supporting and interrelated elements:
◦ Business need
◦ Project justification
◦ Business strategy
Value is the worth, importance, or usefulness of
something. Value is subjective, in the sense that
the same concept can have different values for
different people and organizations.
To support value realization from projects,
project teams shift focus from deliverables to
the intended outcomes. Doing so allows project
teams to deliver on the vision or purpose of the
project, rather than simply creating a specific
deliverable.
Recognize, evaluate, and respond to
system interactions
SYSTEMS THINKING
A system is a set of interacting and interdependent
components that function as a unified whole.
A project is a system of interdependent and interacting
domains of activity.
Recognize, evaluate, and respond to the dynamic
circumstances within and surrounding the project in a
holistic way to positively affect project performance.
Systems thinking entails taking a holistic view of how
project parts interact with each other and with
external systems.
Systems are constantly changing, requiring consistent
attention to internal and external conditions.
Being responsive to system interactions allows project
teams to leverage positive outcomes.
Recognize, evaluate, and respond
to system interactions
Project teams should acknowledge this holistic
view of a project, seeing the project as a system
with its own working parts.
A project works within other larger systems,
and a project deliverable may become part of a
larger system to realize benefits.
As projects unfold, internal and external
conditions are continuously changing. A single
change can create several impacts
Systems thinking also applies to how the
project team views itself and its interactions
within the project system.
The project system often brings together a
diverse project team engaged in working for a
common objective.
 Demonstrate leadership
behaviors
LEADERSHIP
Demonstrate and adapt leadership behaviors to
support individual and team needs.
Effective leadership promotes project success and
contributes to positive project outcomes.
Any project team member can demonstrate
leadership behaviors.
Leadership is different than authority.
Effective leaders adapt their style to the situation.
Effective leaders recognize differences in motivation
among project team members.
Leaders demonstrate desired behavior in areas of
honesty, integrity, and ethical conduct.
Demonstrate leadership
behaviors
On a high-performing project multiple people
may exhibit effective leadership skills including
the project
It is important to remember that more conflict
and misunderstanding can emerge when too
many participants attempt to employ project
influence in multiple, misaligned directions.
Leadership should not be confused with
authority. Authority is the right to exercise
power and control individuals.
It takes leadership to motivate a people toward
a common goal, inspire them to align their
individual interests in favor of collective effort,
and achieve success as a project team rather
than as individuals.
 Demonstrate leadership
behaviors
Team members develops leadership wisdom by
adding or practicing a combination of various
skills or techniques, including but not limited to:
◦ Focusing a project team around agreed goals
◦ Articulating a motivating vision for the project
◦ Generating consensus on the best way forward
◦ Overcoming obstacles to project progress
◦ Negotiating and resolving conflict
◦ Adapting communication style and messaging to
stakeholders
◦ Coaching and mentoring fellow project team
members
◦ Having self-awareness of one’s own bias and
behaviors
◦ Managing and adapting to change during the
project
Demonstrate leadership
behaviors
Projects work best when leaders understand
what motivates people.
Project teams can flourish when project team
members use suitable leadership traits, skills,
and characteristics that match the specific needs
and expectations of stakeholders.
Effective leadership promotes project success
and contributes to positive project outcomes.
By mixing styles and leveraging motivators, any
project team member or stakeholder can
motivate or influence and in turn grow the
project team, regardless of role or position.
Tailor based on context
Each project is unique.
Design the project development methods based
on the needs of the project and its objectives,
stakeholders, governance, and the environment.
Using “just enough” process to accomplish the
desired outcome while maximizing value,
managing cost, and enhancing speed.
Project success is based on adapting to the
unique context of the project
Tailoring the method is iterative, and therefore is
a continuous process throughout the project.
Project teams tailor the proper framework that
will enable the flexibility to consistently produce
positive outcomes.
 Tailor based on context
Project teams discuss and decide on the
delivery approach and resources on a project-
by-project basis.
Tailoring the project approach to suit the
unique characteristics of the project and its
environment
A tailored project approach can produce
benefits, such as:
◦ Deeper commitment from project team
members
◦ Reduction in waste in terms of actions or
resources
◦ Customer-oriented focus
◦ More efficient use of project resources
Build quality into processes
and deliverables
QUALITY
Quality is about meeting the acceptance criteria
for deliverables.
Project quality is about satisfying stakeholders’
expectations and fulfilling project and product
requirements.
Stakeholders will have to maintain a focus on
quality that produces deliverables that meet
project objectives and align to the needs set
forth by stakeholders.
Project quality ensures processes are
appropriate and as effective as possible.
Build quality into processes
and deliverables
Quality may have several different
dimensions, including but not limited to the
following:
◦ Performance
◦ Conformity
◦ Reliability
◦ Resilience
◦ Satisfaction
◦ Efficiency
◦ Sustainability

Teams measure quality using metrics and

acceptance criteria’s.
The objective is to help ensure that what is
delivered meets the objectives of the
customer and other relevant stakeholders.
Navigate complexity
COMPLEXITY

Complexity is the outcome of human behavior, system

interactions, uncertainty, and ambiguity.

Complexity can arise at any point during the project.

Constantly evaluate and navigate project complexity so

that approaches and plans enable the project team to
successfully navigate the entire project.

Complexity can be introduced by events or conditions

Project teams can stay vigilant in identifying elements

of complexity and use a variety of methods to reduce
the amount or impact of complexity.

Project teams often cannot forecast complexity

emerging because it is the result of many conditions
and events.
Navigate complexity
Some of the more common sources of
complexity are:
◦ Human behavior
◦ System behavior
◦ Uncertainty and ambiguity
◦ Technological innovation

Being vigilant for indications of complexity

allows project teams to adapt their approaches
and plans to navigate potential disruption to
effective project delivery.
Optimize risk
responses
A risk is an uncertain event or condition
that, if it occurs, can have a positive or
negative effect on one or more objectives.
Risks can be positive (opportunities) or
negative (threats).
Project teams seek to maximize positive
risks (opportunities) and decrease
exposure to negative risks (threats).
Constantly evaluate exposure to risk, both
opportunities and threats, to maximize
positive impacts and minimize negative
impacts to the project and its outcomes.
Risks are addressed continually throughout
the project.
 Optimize risk
responses
Risk responses should be:
◦ Appropriate for the significance of the risk,
◦ Cost effective,
◦ Realistic within the project context,
◦ Agreed to by relevant stakeholders, and
◦ Owned by a responsible person.

Project team members engage with relevant

stakeholders to understand their risk
appetite and risk thresholds.
An organization’s risk attitude, appetite, and
threshold influence how risk is addressed.
 Embrace adaptability
and resiliency
Adaptability is the ability to respond to
changing conditions.
Resiliency is the ability to absorb impacts and
to recover quickly from a setback or failure.
Build adaptability and resiliency into the
organization’s and project team’s approaches
A focus on outcomes rather than outputs
facilitates adaptability.
A project rarely performs exactly as initially
planned.
Projects are influenced by internal and
external factors—new requirements, issues,
stakeholder influences, among other
factors—which exist in a system of
interactions.
 Embrace adaptability
and resiliency
In a project environment, capabilities that
support adaptability and resilience include:
◦ Short feedback loops to adapt quickly;
◦ Continuous learning and improvement;
◦ Regular inspection and adaptation
◦ Open and transparent planning that engages
stakeholders
◦ Small-scale prototypes and experiments
◦ Open organizational conversations
◦ Diverse project teams with broad skill sets,
cultures, and experience
◦ Understanding from past learning
 Embrace adaptability
and resiliency
Building adaptability and resiliency in a
project keeps project teams on track to the
desired outcome when internal and external
factors change, and it helps them recover
from setbacks.
These features also help project teams learn
and improve so that they can quickly recover
from failures or setbacks and continue
making progress toward delivering value.
Enable change to achieve
the envisioned future state
CHANGE
Prepare those impacted for the acceptance to go
from the current state to the intended future
state created by the project output.
A structured approach will helps individuals,
groups, and the organization transition from the
current state to a future desired state.
Change can originate from internal influences or
external sources.
Enabling change can be challenging as not all
stakeholders embrace change.
Attempting too much change in a short time can
lead to change fatigue and/or resistance.
Stakeholder engagement and motivational
approaches assist in change adoption.
 Enable change to achieve
the envisioned future state
Remaining relevant in today’s business
environment is a fundamental challenge for all
organizations.
Change in an organization can originate from
internal sources and external sources.
Enabling change in an organization can be
challenging.
Effective change management uses a
motivational strategy rather than a forceful
one.
Knowing and addressing the needs of
stakeholders to embrace change throughout
the project life cycle helps to integrate the
resulting change in the project work, making a
successful outcome more likely.
Project Management
Performance Domains
PMBOK GUIDE 7 TH EDITION
 Principles and
Performance Domain
Domains are a group of related activities that are
critical for the effective delivery of project outcomes.
They are interactive, interrelated, and interdependent
areas of focus that work in unison to achieve desired
project outcomes.
They operate as an integrated system, with each
domain being interdependent of the other domains to
enable successful delivery of the project and its
intended outcomes.
The specific activities undertaken within each of the
performance domains are determined by the context
of the organization, the project, deliverables, the
project team, stakeholders, and other factors.
Principles and
Performance Domain

PMI PMBOK Guide 7th Edition Page 5

 Stakeholder
performance domain
Addresses activities and functions associated
with stakeholders.
A productive working relationship with
stakeholders throughout the project.
Stakeholder agreement with project
objectives.
Stakeholders who are project beneficiaries are
supportive and satisfied while stakeholders
who may oppose the project or its
deliverables do not negatively impact project
outcomes.
Defining and sharing a clear vision at the start
of the project can enable good relationships
and alignment throughout the project.
 Stakeholder
performance domain
Effective Stakeholder Engagement

Identify

Monitor Understand

Engage Analyze

Prioritize
 Stakeholder
performance domain
Identify
◦ Identification is done throughout the project to understand
who your stakeholders are, both internal and external.

Understand and Analyze

◦ the project manager and the project team should seek to
understand stakeholders’ feelings, emotions, beliefs, and
values.

Prioritize
◦ Focus on stakeholders with the most power and interest as
one way to prioritize engagement.

Engage
◦ Entails working collaboratively with stakeholders to introduce
the project, elicit their requirements, manage expectations,
resolve issues, negotiate, prioritize, problem solve, and make
decisions.

Monitor
◦ Throughout the project, stakeholders will change as new
stakeholders are identified and others cease to be
stakeholders.
Stakeholder performance domain
Outcome Check
A productive working relationship with Productive working relationships with stakeholders can be
stakeholders throughout the observed.
project

Stakeholder agreement with project objectives A significant number of changes or modifications to the
project and product requirements in addition to the scope
may indicate stakeholders are not engaged or aligned with
the project objectives.
Stakeholders who are project recipients are Stakeholder behavior can indicate whether project
supportive and satisfied; stakeholders who may recipients are satisfied and supportive of the project or
oppose the project or its deliverables do not whether they oppose it. Surveys, interviews, and focus
negatively impact project results groups

A review of the project issue register and risk register can

identify challenges associated with individual stakeholders.
 Team Performance
Domain
Deals with activities and functions associated with the
people who are responsible for creating project
deliverables that realize business outcomes.
Outcomes includes:
◦ Shared ownership
◦ A high-performing team
◦ Appropriate leadership and other interpersonal skills

This performance domain entails establishing the culture

and environment that enables a collection of diverse
individuals to evolve into a high-performing project team.
Terms used in this domain made of:
◦ Project Manager: Assign by the business to lead the
team and is responsible for accomplishing the project
objectives
◦ Project Management team: People who are directly
involved in project management activities
◦ Project Team: A group of individuals performing the
work of the project to achieve its purposes
 Team Performance
Domain
Management activities includes:
◦ Meeting project objectives,
◦ Effective processes, planning, coordinating, measuring, and
monitoring work, among others.

Leadership activities includes:

◦ Influencing
◦ Motivating
◦ Listening
◦ Enabling

Leadership can be centralized and

distributed.
◦ Centralized: Accountability (being
answerable for an outcome), is usually
assigned to one individual,
◦ Distributed: Shared among a project
management team, and project team
members
 Team Performance
Domain
Servant leadership is a method of leadership that is
based on the understanding and addressing the
needs and development of project team members.
Servant leaders place emphasis on developing
project team by focusing on addressing questions,
such as:
◦ Are project team members growing as
individuals?
◦ Are project team members becoming healthier,
wiser, freer, and more autonomous?
◦ Are project team members more likely to
become servant leaders?
Servant leadership behaviors include:
◦ Obstacle removal.
◦ Diversion shield.
◦ Encouragement and development
opportunities.
 Team Performance
Domain
Common Aspects of Team Development
includes:
Vision and objectives: Everyone is aware of
the project vision and objectives
Roles and responsibilities: members
understand and fulfill their roles and
responsibilities.
Project team operations: Facilitating project
team communication, problem solving, and
the process of coming to consensus
Guidance: ensure everyone is headed in the
right direction
Growth: Identifying where the project team
is carrying out well and pointing out areas
where the project team can improve
 Team Performance
Domain
Project team culture:
Each project team develops its own team culture.
The project manager is important in establishing
and maintaining a safe, respectful, nonjudgmental
environment that allows the project team to
communicate openly.
This is accomplish this is by modeling behaviors
such as:
◦ Transparency
◦ Integrity
◦ Respect
◦ Positive discourse
◦ Support
◦ Courage
◦ Celebrating success
 Team Performance
Domain

HIGH-PERFORMING PROJECT TEAMS

Here are a Number of factors that contribute
to high-performing project teams:
◦ Open communication.
◦ Shared understanding
◦ Shared ownership.
◦ Trust.
◦ Collaboration
◦ Adaptability
◦ Resilience.
◦ Empowerment
◦ Recognition
 Team Performance
Domain
Leadership skills are valuable for all project team
members whether the project team is operating. This
includes:
◦ Establishing and Maintaining Vision
◦ Critical Thinking
◦ Motivation
◦ Interpersonal Skills
◦ Emotional intelligence. Being able to be self-
aware, self-manage and have social awareness
and social skills.
◦ Decision making.
◦ Conflict management
Leadership methods are also tailored to meet the
needs of the project, the environment, and the
stakeholders. This can depend on:
◦ Experience with the type of project
◦ Maturity of the project team members
◦ Organizational governance structures
◦ Distributed project teams
Team performance domain
Outcome Check
Shared ownership All team members know the vision and objectives.
A high-performing team The team trusts each other and collaborates.
The team adapts to changing situations and is resilient in
the face of challenges.
The project team feels empowered and empowers
Appropriate leadership and other interpersonal skills are Team members apply critical thinking and interpersonal
demonstrated by all team members skills.
Team members leadership styles are appropriate to the
project context and environment.
Development Approach and Life
Cycle Performance Domain

Deals with activities and functions

associated with the development approach,
cadence, and life cycle phases of the
project.
Delivery cadence refers to the timing and
frequency of project deliverables.
Outcomes includes:
◦ Correct development approaches.
◦ A project life cycle that connect the delivery of
business and stakeholder value from the
beginning to the end of the project.
◦ A project life cycle consisting of phases that
facilitate the delivery cadence and
development approach required to produce
the project deliverables.
Development Approach and Life
Cycle Performance Domain

Projects can have a single delivery,

multiple deliveries, or periodic
deliveries.
A development approach is the means
used to create and evolve the product,
service, or result during the project life
cycle.
There are different development
approaches. Three common approaches
includes:
◦ Predictive approach
◦ Adaptive approach, including both
iterative and incremental
◦ Hybrid approach
Development Approach and Life
Cycle Performance Domain
There are several factors that influence the selection of a
development approach.
◦ Product, service, or result
◦ Degree of innovation
◦ Requirements certainty
◦ Scope stability
◦ Ease of change
◦ Delivery options
◦ Risk
◦ Safety requirements
◦ Regulations
◦ The project
◦ Stakeholders
◦ Schedule constraints
◦ Funding availability
◦ Organization
◦ Organizational structure
◦ Culture
◦ Organizational capability
◦ Project team size and location
 Development Approach and Life
Cycle Performance Domain

The type and number of project phases in a

project life cycle rest on upon many things..
One example of a life cycle can be:

Feasibility Design Build Test Deploy Close

Development Approach and Life Cycle
Performance Domain
Outcome Check
Development approaches are reliable with project The development approach for deliverables (predictive,
deliverables hybrid, or adaptive) reflects the product variables and is
suitable for the project and the organization.
A project life cycle entailing phases that connect the Project work from start to end is represented in the
business and stakeholders to value from the beginning to project phases.
the end of the project
Project life cycle phases that facilitate the delivery cadence The cadence for development, testing, and deploying is
and development approach required to create the represented in the life cycle phases.
deliverable.
 Planning Performance
Domain
Deals with activities and functions associated with
the initial, ongoing, and evolving organization and
coordination necessary for delivering project
deliverables and outcomes.
The purpose of planning is to proactively develop an
approach to create the project deliverables.
Outcomes includes:
◦ The project moves in an organized, coordinated, and
deliberate manner.
◦ There is a holistic approach to providing the project
outcomes.
◦ Evolving information is elaborated.
◦ Time spent planning is appropriate.
◦ Planning is sufficient to manage stakeholder
expectations.
◦ There is a process for the adaptation of plans.
 Planning Performance
Domain
Because each project is unique, the volume,
timing, and frequency of planning varies.
Variables include, but are not limited to:
◦ Development approach
◦ Project deliverables
◦ Organizational requirements
◦ Market conditions
◦ Legal or regulatory restrictions
Planning Performance
Domain
When planning things to consider will be:
◦ Delivery – What is the scope being delivered
by the project
◦ Estimating – Scope, schedule, budget of
resources both people and physical
◦ Schedules - Models used to determine when
work has to be done
◦ Budget- How much work will cost
Planning for how the team will be made begins
with identifying the skill sets required to
accomplish the project work.
Communication planning overlaps with
stakeholder identification, analysis,
prioritization, and engagement
Planning Performance
Domain
Physical resources apply to any resource that is
not a person.
Procurements can happen at any time during a
project.
There will be changes throughout the project.
Some changes are a result of a risk event and
others are due to customer requests or other
reasons
Planning Performance Domain
Outcome Check

The project moves in an organized, coordinated, and deliberate manner. A performance review of project results against the project baselines

There is a holistic approach to delivering the project outcomes. The delivery schedule, funding, resource availability and procurements

Evolving information is elaborated to produce the deliverables and outcomes. Initial information about deliverables and requirements compared to current
information can demonstrate appropriate elaboration.
Time spent planning is appropriate for the project. Project plans and documents demonstrate the correct level of planning

Planning information is sufficient to manage stakeholder expectations. The communications management plan and stakeholder analysis indicate
that the communications are sufficient to manage stakeholder expectations.
There is a process for the adaptation of plans throughout the project. Projects using a backlog show the adaptation of plans throughout the project.
Projects using a change control process have change
 Project Work
Performance Domain

Deals with activities and functions associated

with establishing project processes, managing
physical resources, and fostering a learning
environment.
Project work is connected with establishing the
processes and performing the work done by the
project team to deliver the expected deliverables
and outcomes.
Outcomes includes:
◦ Efficient and effective project performance.
◦ Project processes are suitable for the project and
the environment.
◦ Appropriate communication with stakeholders.
◦ Efficient management of physical resources.
◦ Effective management of procurements.
◦ Improved team capability due to continuous
learning and process improvement.
Project Work
Performance Domain

Project work keeps the project team

dedicated and project activities running
correctly. This includes but is not limited to:
◦ Managing the flow of existing, new and
change work.
◦ Keeping the project team focused
◦ Establishing an efficient project systems and
processes
◦ Communicating with stakeholders
◦ Managing physical resources
◦ Working external vendors
◦ Monitoring changes
◦ Enabling project learning and knowledge
transfer.
Project Work
Performance Domain

The project manager and the project team establish and

periodically review the processes the project team is using to
conduct the work.
This can take the form of reviewing task boards such as using
Kanban.
Process tailoring can be used to optimize the process for the
needs of the project
Balancing constraints can take the form of fixed delivery dates,
compliance to regulatory codes, a predetermined budget, and
quality.
Project managers have a responsibility for assessing and
balancing the project team focus and attention.
Much of the project work is associated with communication and
engagement.
Some projects require materials and supplies from third parties.
Planning, ordering, transporting, storing, tracking, and controlling
these physical resources can take a large amount of time and
effort.
 Project Work
Performance Domain

Working on procurements which can involve hiring

and managing vendors throughout the project. This
includes managing bids and contracts.
Monitoring new work and changes.
From time to time, the project team may meet to
determine what they can do better in the future
(lessons learned) and how they can improve and
challenge the process in upcoming iterations
(retrospectives).
 Work Performance Domain
Outcome Check

Efficient and effective project performance Status reports show that project work.
Project processes that are appropriate for the project and the environment Evidence shows that the project processes have been tailored to meet the needs of
the project and the environment.
Appropriate communication and engagement with stakeholders The project communications management plan and communication artifacts
demonstrate that the planned communications are being delivered to stakeholders.

Efficient management of physical resources The amount of material used, scrap discarded, and amount of rework indicate that
resources are being used efficiently.
Effective management of procurements A procurement audit demonstrates that appropriate processes utilized were
sufficient for the procurement and that the contractor is performing to plan.

Effective handling of change Projects using a predictive approach have a change log and Projects using an
adaptive approach have a backlog that shows the rate of accomplishing

Improved capability due to continuous learning and process improvement Team status reports show fewer errors and rework with an increase in velocity.
 Project Delivery
Performance Domain

Deals with activities and functions associated

with delivering the scope and quality that the
project was undertaken to achieve.
Outcomes includes:
◦ Projects contribute to business objectives
◦ Projects realize the outcomes
◦ Project benefits are realized in the time frame
◦ The project team has an understanding of
requirements.
◦ Stakeholders accept and are satisfied with
project deliverables.

Project delivery is about meeting

requirements, scope, and quality expectations
to produce the expected deliverable.
 Project Delivery
Performance Domain

Some project deliver value throughout and

others deliver the bulk at the end.
The project manager will need to
understand how the deliverable is able to
deliver value to the stakeholders. This
includes:
◦ Requirements gathering.
◦ Evolving and discovering requirements
◦ Managing requirements
◦ Define and decompose the scope
◦ Completion of deliverables
Project Delivery
Performance Domain

Quality requirements can be reflected in

the completion criteria, definition of
done, statement of work, or
requirements documentation.
The project manager must the following
of quality:
◦ Cost of Quality
◦ Prevention.
◦ Appraisal.
◦ Internal Failure
◦ External Failure
◦ Cost of Change
Project Delivery Performance Domain
Outcome Check

Projects contribute to business objectives and advancement of The organization plans and the project demonstrate that the
strategy project deliverables and business objectives are aligned.
Projects realize the outcomes they were initiated to deliver The business case and underlying data indicate the project is still
on track to realize the intended outcomes.
Project benefits are realized in the time frame as planned The project deliveries are being achieved as planned.

The project team has a clear understanding of requirements In predictive development, small change in the initial requirements
reflects understanding.
In projects where requirements are developing, a clear
understanding of requirements may not take place until well into
the project.
Stakeholders accept and are satisfied with project deliverables Interviews, observation, and end user feedback indicate
stakeholder satisfaction.
Measurement
Performance Domain
Deals with activities and functions associated with
assessing project performance and taking
appropriate actions to maintain acceptable
performance.
Outcomes includes:
◦ A reliable understanding of the status of the
project.
◦ Actionable data to enable decision making.
◦ Timely and appropriate actions to keep the project
on track.
◦ Achieving targets and generating business value

Involves measuring project performance and

implementing appropriate responses to keep the
project on track.
This domain evaluates the amount to which the
work done in the Delivery Performance Domain is
meeting the metrics identified in the Planning
Performance Domain.
Measurement
Performance Domain
Measures are used for multiple reasons,
including:
◦ Evaluating performance compared to plan
◦ Tracking the utilization of resources
◦ Demonstrating accountability
◦ Providing information to stakeholders
◦ Assessing whether project deliverables are
on track
◦ Ensuring the project deliverables will meet
customer acceptance criteria.
 Measurement
Performance Domain
Creating effective measurements helps to ensure the
right things are measured.
Ways to measure performance include:
◦ Key Performance Indicators (KPI) - two types of
KPIs: leading indicators and lagging indicators.
◦ Leading indicators predict changes or trends in
the project
◦ Lagging indicators measure project deliverables
or events. They provide information after the
fact.
◦ Effective Metrics
◦ Use of SMART (Specific, Meaningful,
Achievable, Relevant, Timely) criteria.
 Measurement
Performance Domain
What to measure includes:
◦ Deliverable Metrics
◦ Information on errors or defects
◦ Measures of performance
◦ Delivery
◦ Work in progress
◦ Lead time
◦ Cycle time
◦ Process efficiency
◦ Baseline Performance
◦ Start and finish dates
◦ Actual cost compared to planned cost
◦ Resources
◦ Planned resource utilization compared to actual
resource utilization
◦ Business Value
◦ Cost-benefit ratio
◦ Stakeholders
◦ Mood chart
◦ Forecasts
Measurement
Performance Domain
Metrics can be presented using:
◦ Dashboards
◦ Information Radiators
◦ Visual Controls
Pitfalls associated with measurement includes:
◦ Hawthorne effect
◦ Vanity metric
◦ Demoralization
◦ Misusing the metrics
◦ Confirmation bias
A portion of measurement is having agreed to
plans for measures that are outside the
threshold ranges.
Thresholds can be established for a
assortment of metrics such as schedule,
budget, velocity, and other project-specific
measures.
Measurement Performance Domain
Outcome Check
A reliable understanding of the status of the project Review measurements and reports demonstrate if
data is reliable.
Actionable data to facilitate decision making Measurements indicate whether the project is
performing as expected.
Timely and appropriate actions to keep project on Measurements provide indicators and/or current
track status
Achieving targets and generating business value by Comparing the actual performance to the planned
making informed and timely decisions performance
 Uncertainty
Performance Domain
Deals with activities and functions associated with risk
and uncertainty.
Effective execution of this performance domain results in
the following desired outcomes:
◦ An awareness of the environment in which projects occur
◦ Proactively exploring and responding to uncertainty.
◦ An awareness of the interdependence of multiple variables on
the project.
◦ The capacity to anticipate threats and opportunities
◦ Project delivery with little or no negative impact
◦ Opportunities are realized to improve project performance
and outcomes.
◦ Cost and schedule reserves are utilized
Projects happen in environments with varying degrees of
uncertainty.
Uncertainty in the broadest sense is a state of not
knowing or unpredictability.
Uncertainty presents threats and opportunities that
project teams explore, assess, and decide how to handle.
 Uncertainty
Performance Domain

There are many shades to uncertainty, such

as:
◦ Risk associated with not knowing future
events
◦ Ambiguity associated with not being aware
of current or future conditions
◦ Complexity associated with dynamic systems
having unpredictable outcomes.

Options for responding to uncertainty:

◦ Gather information
◦ Prepare for multiple outcomes
◦ Build in resilience
Uncertainty
Performance Domain
Volatility exists in an environment that is
subject to rapid and unpredictable
change.
Volatility can occur when there are
ongoing fluctuations in available skill sets
or materials.
Risks are an aspect of uncertainty.
Uncertainty Performance Domain
Outcome Check
An awareness of the environment in which projects occur. The team incorporates environmental considerations when
evaluating uncertainty, risks, and responses.

Proactively exploring and responding to uncertainty Risk responses are aligned with the project constraints.
An awareness of the multiple variables on the project Actions to address complexity, ambiguity, and volatility.
The capacity to anticipate threats and opportunities Systems for identifying, capturing, and responding to risk are
appropriately.
Project delivery with little or no negative impact from unforeseen Scheduled delivery dates are met, and the budget performance is
events within the Variance.

Realized opportunities to improve project performance and Teams use established mechanisms to identify and leverage
outcomes opportunities.
Cost and schedule reserves used effectively to maintain alignment Teams take steps to proactively prevent threats.
with project objectives
Predictive Project Management Terms
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Process
 Inputs, Outputs and Tools/Techniques combined to
execute a specific purpose on the project
 Input
 Starting point for the process, the raw materials to begin
the execution
 Could be the output of a previous process
 Tools and Techniques
 The actions or methods that are used to transform the raw
materials into the output
 Output
 The end result of our efforts. The raw materials into a
polished stone
 Maybe the input into another process

Input Process Output

Tools and
techniques

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 Process Groups
 Initiating: Used to define a project or phase
of an existing project. Done to authorized the
start of the project and assign the project
manager.
 Planning: Done to establish the scope of the
project, define the course of action required
to attain the objectives
 Executing: Done to complete the work
defined in the project management plan
 Monitoring and Controlling: Done to track,
review, and regulate the progress and
performance of the project. Looks for any
areas in which changes to the plan are
required and initiate the corresponding
changes
 Closing: Done to formally complete or close
the project, phase, or contract.

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 Process Groups

Page 70, PMI Process Group: A Practice Guide

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 Process
 Inputs, Outputs and Tools/Techniques combined to
execute a specific purpose on the project
 Input
 Starting point for the process, the raw materials to begin
the execution
 Could be the output of a previous process
 Tools and Techniques
 The actions or methods that are used to transform the raw
materials into the output
 Output
 The end result of our efforts. The raw materials into a
polished stone
 Maybe the input into another process

Input Process Output

Tools and
techniques

Project Management Processes, ©TIA Education Group. DO NOT SHARE.

Common ITTO’s

Don’t Memorize Them

 Inputs, Tools, Techniques,
and Outputs (ITTO)
 660+ Inputs, Tools, Techniques, and
Outputs across the 49 process
 Many process has the same ITTO’s
 Don’t memorize ITTO’s
 Understand them and why there are
their

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Project Management Processes, ©TIA Education Group. DO NOT SHARE.
 Common Inputs

 Common Inputs
 Project Management Plan
 Enterprise Environmental
Factors, (EEF)
 Organization Process Assets,
(OPA)
 Project Documents

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 Enterprise Environmental
Factors (EEF)
 Things that impact the project but are not
part of the project itself
 Influence the organization,
the project, and its outcome
 It is essential to consider these internal
and external factors while planning the
project to determine their influence
 Can enhance or constrain project
management options and may have
negative or positive influences on the
outcomes

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 Enterprise Environmental
Factors (EEF)

Company’s Organizational Structure and Governance

Organizational Culture
Organization’s and Stakeholders’ Appetite for Risk
Organization’s Established Communication Channels
Information Technology Software
Internal
Geographic Distribution of Facility and Resources

Infrastructure

Resource Availability

Employee Capability
Political Climate
Government or Industry Standards
External Commercial Databases
Legal Restrictions
Financial Considerations

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 Organization Process Assets
(OPA)
 Organizations have assets such as information, policies,
procedures, documents, or knowledge bases which are
called Organizational Process Assets (OPA) to help
them in achieving their objectives
 Kept in some central repository so that they can be
used whenever required
 These elements affect several aspects of the project
 Project team members update and add to the
Organizational Process Assets throughout the project
 Examples:
 Project templates
 Software tool
 Historical information
 Project closure guidelines
 Risk control procedures
 Change control procedures
 Issue and defect management procedures

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 Project Documents
 Any documents that are
related to the project
 Project documents are
additional documents that
are created and used
throughout the 49
processes that are not
part of the project
management plan
 “include but are not limited
to.”
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Page 33, PMI Process Group: A Practice Guide

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 Project Documents
Project Document Knowledge Area Where Created
1. Activity attributes Schedule Management
2. Activity list Schedule Management
3. Assumption log Integration Management
4. Basis of estimates Cost Management
5. Change log Integration Management
6. Cost estimates Cost Management
7. Cost forecasts Cost Management
8. Duration estimates Schedule Management
9. Issue log Integration Management
10. Lessons learned register Integration Management
11. Milestone list Schedule Management
12. Physical resource assignments Resource Management
13. Project calendars Schedule Management
14. Project communications Communications Management
15. Project schedule Schedule Management
16. Project schedule network diagram Schedule Management
17. Project scope statement Scope Management
18. Project team assignments Resource Management
19. Quality control measurements Quality Management
20. Quality metrics Quality Management
21. Quality report Quality Management
22. Requirements documentation Scope Management
23. Requirements traceability matrix Scope Management
24. Resource breakdown structure Resource Management
25. Resource calendars Resource Management
26. Resource requirements Resource Management
27. Risk register Risk Management
28. Risk report Risk Management
29. Schedule data Schedule Management
30. Schedule forecasts Schedule Management
31. Stakeholder register Stakeholder Management
32. Team charter Resource Management
33. Test and evaluation documents Quality Management
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 Project Management Plan

 Defines how the project is

executed, monitored and
controlled, and closed
 18 components, 14 plans and
4 baselines
 “include but are not limited
to.”

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 Project Management Plan

Project Plan Process Where Made

Scope Management Plan Plan Scope Management
Requirement Management Plan Plan Scope Management
Schedule Management Plan Plan Schedule Management
Cost Management Plan Plan Cost Management
Quality Management Plan Plan Quality Management
Resource Management Plan Plan Resource Management
Communication Management Plan Plan Communications Management
Risk Management Plan Plan Risk Management
Procurement Management Plan Plan Procurement Management
Stakeholder Management Plan Plan Stakeholder Management
Change Management Plan Develop Project Management Plan
Configuration Management Plan Develop Project Management Plan
Scope Baseline Create WBS
Schedule Baseline Develop Schedule
Cost Baseline Determine Budget
Performance Measurement Baseline Develop Project Management Plan
Project Life Cycle Description Develop Project Management Plan
Development Approach Develop Project Management Plan

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 Expert Judgement

 One of the most common

tools in the planning process
 Includes hiring an expert or
subject matter expert (SME) to
help you to plan a process or
conduct a process
 People with specialized
knowledge or training in a
particular process, industry, or
technology

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 Data Gathering, Data Analysis,
Data Representation, Decision
Making
Data
Gathering

Data Analysis

Data
Representation

Decision
Making

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 Data Gathering
 Gather data about a particular process that you’re working
on
 On certain processes, you will need to gather additional
data before coming up with an output for that process
 Methods:
 Brainstorming: Brainstorming is when you bring together a
group of stakeholders to get ideas and analyze them.
Brainstorming sessions are generally facilitated by the project
manager.
 Interviews: Any time you want to gather data from a particular
stakeholders, one of the best methods is to just interview them.
Ask them a series of questions and talk with them about their
thoughts and views.
 Focus groups: A focus group is when you bring together
subject matter experts to understand their perspectives and
how they would go about solving problems.
 Checklist: A checklist is generally created by the organization
and then given to potential stakeholders on a project for them
to identify items they may want on a project, things they may
not want on the project, and some success criteria they may
have for the project.
 Questionnaires and surveys: Questionnaires and surveys can
be given to stakeholders to better understand what they may
be looking for on a project and to better understand their
needs.

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 Data Analysis
 To analyze the data that has been
gathered
 Methods:
 Alternative analysis: Alternative analysis
involves looking at different options or
ways to accomplish something.
 Root cause analysis (RCA): A root cause
analysis is used to identify the main
underlining reason for particular event.
 Variance analysis: Variance analysis is
used quite often to find the exact
differences between different things.
 Trend analysis: Trend analysis involves
looking at data over a period of time to
see if a particular trend is forming.

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 Data Representation

 Illustrate different ways that a

data could be shown to
stakeholders
 Methods generally include
the use of charts, matrixes,
and different types of
diagrams
 Examples:
 Flowcharts
 Fishbone diagrams
 Histograms

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 Decision Making
 Have to make a decision on what to
do with that data
 Methods:
 Voting: Voting is used by a group to
determine whether to proceed, change,
or reject something. Voting can be:
majority wins, unanimity, where
everyone agrees; or plurality, where a
majority is not obtained but that
decision is chosen.
 Multicriteria decision analysis: This is
when you make a table (matrix) that
lists different types of criteria, and then
evaluate an idea based on those
criteria.
 Autocratic decision making: This is
when one person makes a decision for
the entire team.

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 Interpersonal and Team Skills
 All project managers need to have good
interpersonal and team skills in order to manage
the different stakeholders that will be on the
project
 most important tool in real-life project
management
 Methods:
 Active listening: Active listening is understanding,
acknowledging, and clarifying what others are saying to
you.
 Conflict management: Anytime you bring a team
together, bound to have conflicts on that team.
 Facilitation: Facilitation is the art of managing a group.
This can include bringing the group together, generating
ideas, solving problems, and dissipating the team.
 Meeting management: Meeting management
generally includes having an agenda, inviting the right
stakeholders, setting a time limit, and following up with
meeting minutes and action items.

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 Meetings
 Meetings can be done face-to-face or
virtually.
 Have an agenda and distribute it to all
attendees before the meeting.
 Meetings must be timed, including
having set start and finish times for
topics and the entire meeting.
 Make sure that the meeting always stays
on topic and does not go off topic.
 Ensure that all attendees have input to
the topics.
 Distribute detailed meeting minutes
once the meeting is complete.

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 Project Management
Information System (PMIS)
 Automated system that is used to help
the project manager optimize the
schedule or keep track of all the
documents and the deliverables
 Usually the computer system that a
given organization uses to manage its
projects
 It should include all the software and
hardware tools that we need to manage
the project from start to finish
 Includes the work authorization system
and the configuration management
system

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 Change Request
 Proposal to change a document,
deliverable, or baseline
 Can include a request to add or remove
work from the scope, finish the project
faster, or complete the project more
cheaply
 Implements
 Corrective action: is something that’s taken
to ensure that the project gets back on
track.
 Preventive action: is something you put in
place to ensure the project stays on track.
 Defect repair is done to fix a broken
component on a project, such as if network
switch memory fails on a network upgrade
project.

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 Work Performance Data,
Information, Report

Page 24, PMI Process Group: A Practice Guide

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 Work Performance Data

 Work performance data is

simply raw data
 It is the status of the work
that was done but does not
have any analysis applied to
it.
 It is not useful by itself.
 Usually outputs of executing
processes

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 Work Performance
Information
 Information of the work that
was performed compared to
the plan
 It gives you actual status
about the deliverables
 Work performance
information is usually the
output of most monitoring
and controlling processes

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 Work Performance Report
 overall status report of the actual
project
 It takes all the work performance
information and puts it together
into one comprehensive document
 You take the work performance data
and compare it against the plan to
come up with the work performance
information. Then you take all the
work performance information and
create the work performance reports.
In short, data feeds info and all the
info creates reports.

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 Updates (Project Management
Plan, Project documents, EEF,
OPA)
 Updates is a catchall term
 Updates can include project
documents, the project
management plan, OPA and EEF
updates
 Expect to see this output many
times throughout the book

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 Page 22, PMI Process Grou
PROCESS GROUPS & KNOWLEDGE AREAS TABLE A Practice Guide
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Develop Project Charter
 The process of developing a document to
formally authorize a project or a phase
 Outlines the project objectives
 Defines the authority of the project
manager
 Provides the project manager with the
authority to put the resources together to
project activities
 The approved project charter formally
initiates the project

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 Develop Project Charter
INPUTS
Business Documents
Agreements
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUESEXPERT

JUDGMENT
Expert Judgment
Data Gathering
Interpersonal and Team Skills
Meetings

OUTPUTS
Project Charter
Assumption Log

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 Develop Project Charter -
Inputs
 Inputs
 Business Documents - Contain specific
information as to why a project should
be initiated. There are two main
documents the business case and the
benefits management plan.
 Business Case - Necessary
information that determines whether
or not the project is worth the
required investment
 Market Demand, Customer Request,
Organizational Need, Legal requirement
 Project Benefits Management Plan
 Describes the main benefits that the
project will produce once it is completed
and how to measure the benefits. The
project benefit could be the product,
service, or result.
 It maybe created by doing a cost-benefit
analysis a project.

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 Develop Project Charter -
Inputs
 Agreements
 Service Level Agreements
(SLA)
 Letters of intent
 Contract between internal
and external customer
 Work required to be
performed for Payment

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 Develop Project Charter -
Output
 Output
 Project Charter
Formally authorizes the existence
of the project and it assigns the
Project Manager and their
Authority Level
 Signed by the organization Senior
Management
 High Level requirements & risks
 Preliminary Project Budget and
Schedule
 Project Purpose or justification
 Assumption Log
 A list of things that you perceive to
be true (assumptions) and things
that might constrain the project.

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 Identify Stakeholders

 Identifying project
stakeholders regularly
 Analyzing and recording
relevant information
regarding their interests and
involvement
 It enables the project team to
identify the appropriate focus
for engagement of each
stakeholder or group of
stakeholders
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 Identify Stakeholders - ITTO
INPUTS
Project Charter
Business Documents
Project Management Plan
Project Documents
Agreements
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Data Representation
Meetings

OUTPUTS
Stakeholder Register
Change Requests
Project Management Plan Updates
Project Documents Updates

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 Identify Stakeholders - Tools

 Data Analysis
 Stakeholder Analysis
 analyzes who your stakeholders are
and how they feel about the project
 What would be the stakeholder’s
role such as a team member,
sponsor, or functional manger etc.?
 How would the project affect them,
either in a positive or negative way?
 Would they be active stakeholders,
such as team members who work
on the deliverable, or passive, such
as customers who watch the project
work get done?
 What is their power authority, such
as sponsors who will be paying for
the project

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 Identify Stakeholders - Tools
 Data Representation
 Stakeholder
Mapping/Representation
 Method to categorize stakeholders.
 Power/interest grid, power/influence grid,
or impact/influence grid
 Stakeholder cube
 A three-dimensional methodology to
support the mapping of a stakeholder’s
interest, power, and influence
 Salience model:
 Power: Level of authority
 Urgency: Immediate attention
 Legitimacy: How appropriate is their
involvement
 Directions of Influence:
 Upward: Senior management
 Downward: Team members
 Outward: Vendors, government, public,
end-users
 Sideward: peers such as other project
managers
 Prioritization

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 Identify Stakeholders -
Output
 Stakeholder Register
 Should contain:
 Contact information
 Role on the project, such as, sponsor or
functional manager
 Communication requirements
 Expectations of the project
 How are they affected by the project
 Power influence level on the project
 Change Requests
 Project Management Plan Updates
 Requirements Management Plan
 Communications Management Plan
 Risk Management Plan
 Stakeholder Engagement Plan
 Project Documents Updates
 Assumption Log
 Issue Log
 Risk Register

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Planning
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Develop Project Management
Plan

 Process of defining, preparing,

and coordinating all plan
components and consolidating
them into an integrated project
management plan
 Comprehensive document that
outlines the basis of all project
work and how the work will be
performed
 Either summary or detailed
 Contains baselines and plans

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 Develop Project Management
Plan

INPUTS
Project Charter
Outputs from other Processes
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Interpersonal and Team Skills
Meetings

OUTPUTS
Project Management Plan

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 Develop Project Management
Plan - Outputs

 Outputs
 Project Management Plan
 Outlines how the project is executed,
monitored and controlled, and closed.
 4 Baselines
 Scope, Schedule, Cost, Performance
Measurement
 14 Subsidiary plans
 Approved by either the Project Manager,
Sponsor, Functional Manager, Program
Manager, or in rare instances Senior
Management
 Provides Guidance on project execution
 Formal Written piece of communication
 Only changed when a change request is
generated and approved by the change
control board

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 Develop Project Management
Plan - Outputs
Project Plan Process where made
Scope Management Plan Plan Scope Management
Requirement Management Plan Plan Scope Management
Schedule Management Plan Plan Schedule Management
Cost Management Plan Plan Cost Management
Quality Management Plan Plan Quality Management
Resource Management Plan Plan Resource Management
Communication Management Plan Plan Communications Management
Risk Management Plan Plan Risk Management
Procurement Management Plan Plan Procurement Management
Stakeholder Management Plan Plan Stakeholder Management
Change Management Plan Develop Project Management Plan
Configuration Management Plan Develop Project Management Plan
Scope Baseline Create WBS
Schedule Baseline Develop Schedule
Cost Baseline Determine Budget
Performance Measurement
Develop Project Management Plan
Baseline
Project Life Cycle Description Develop Project Management Plan
Development Approach Develop Project Management Plan

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 Plan Scope Management

 Process of creating a
scope management plan
that documents how the
project and product
scope will be defined,
validated, and controlled.
 Guidance and direction
on how scope will be
managed throughout the
project

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 Scope Terms
 Product Scope - features and
functions that characterize a
product, service, or result
 Project Scope - the work that is
needed to be accomplished to
deliver a product, service, or result
with specified features and
functions.
 Prevent Gold Plating, which is
doing extra work not in the scope.
 Prevent Scope creep, which are
unauthorized work added to the
scope.

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 Plan Scope Management -
ITTO
INPUTS
Project Charter
Project Management Plan
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Analysis
Meetings

OUTPUTS
Scope Management Plan
Requirements Management Plan

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 Plan Scope Management -
Output
 Scope Management Plan
 How the scope will be defined,
developed, monitored, controlled and
verified
 Process for preparing &
maintaining Scope Statement, WBS
 How changes request to the scope
statement will be process

 Requirement Management Plan

 How the requirements will be
analyzed, documented and managed.
 Traceability structure to reflect which
requirements need to be captured on
the traceability matrix

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 Collect Requirements

 Process of determining,
documenting, and
managing stakeholder
needs and requirements to
meet objectives.
 Process plays a significant
role in the success of the
overall project since project
schedule, budget, risk
factors, quality
specifications, and resource
planning are closely linked
to the requirements

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 Collect Requirements - ITTO
INPUTS
Project Charter
Project Management Plan
Project Documents
Business Documents
Agreements
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Decision Making
Data Representation
Interpersonal and Team Skills
Context Diagram
Prototypes

OUTPUTS
Requirements Documentation
Requirements Traceability Matrix

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 Collect Requirements - Tools

 Data Gathering
Benchmarking
 Data Analysis
 Analyzing documents,
agreements, policies,
proposals, or business
plans

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 Collect Requirements - Tools
 Data Representation
 Idea / Mind Mapping - Ideas gather
through brainstorming are map
together to discover new
considerations and conception
variations
 Affinity Diagram - Large ideas that are
grouped and sorted together for
further review and analysis.

Mind Mapper for

Brainstorm Affinity Diagram
https://www.mindvectorweb.com/blog/mind-
mapping-for-brainstorming/ https://en.wikipedia.org/wiki/Affinity_diagram
Richa Shaily, Oct 1, 2016 Wikipedia, Oct 15, 2009

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 Collect Requirements - Tools
 Interpersonal and Team Skills
 Observations/Conversations-Job
shadowing, viewing personalities in
their environment and work place.
Recording how jobs, chores and tasks
are executed.
 Context Diagrams
 Used to visually show how a business
process, other systems, and people
interact.
 Prototypes
 A working model of a product that
stakeholders can interact with and
provide feedback how they might want
to change it to better meet their
requirements. This gives the
stakeholders a great view and feel of
what the final product will be when the
project is finished.

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 Collect Requirements –
Outputs
 Requirement Documentation
 How individual requirements
are to be performed and why
each requirement is important
to the project.
 Components may include:
 Stakeholder and business
requirements
 Acceptance criteria
 Quality requirements
 Project objectives
 Organizational impacts
 Legal or ethical compliance
 Requirements assumptions and
constraints

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 Collect Requirements Outputs

 Requirement Traceability
Matrix
 Once a requirement is created, a
table is created that will link the
requirement back to it source. This
is used to help manage changes to
the project scope.
 The table is created to track, but
not limited to:
 Who is the original stakeholder
that provided the requirement
 Why was the requirement added
 Description of the requirement
 Current status of the
requirement, completed, in
progress, delayed, cancelled, etc…

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 Define Scope

 Developing a detailed
description of the
project and product.
 A detailed project scope
statement is critical to
project success and
builds upon the major
deliverables,
assumptions, and
constraints that are
documented during
project initiation.

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 Define Scope - ITTO
Inputs
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Tools & Techniques

Expert Judgment
Data Analysis
Decision Making
Interpersonal and Team Skills
Product Analysis

Outputs
Project Scope Statement
Project Documents Updates

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 Define Scope - Tools

 Product Analysis
 Detailed understanding
of the project’s product,
service, or result, with the
commitment to improve
the team’s focus, it’s
knowledge base, the
correct interpretation of
requirements,
 Some tools used are
 Product breakdown
 System analysis

 System requirements

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 Define Scope Outputs
 Project Scope Statement
 Describes in detail the project
deliverables, and the work that is
required to produce those deliverables.
The greater the detail level of the scope
allows the team the better
understanding on how to reach the end
state of the project successfully. The less
detail of the scope statement creates a
great chance of project risk, as well as
offering the possibility of greater scope
creep.
 Details should include, but not limited
to:
 Product description, Goals of the
project
 Identified risks
 Project/Product acceptance criteria
 Project constraints/exclusions

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 Create WBS (Work
Breakdown Structure)

 Subdividing project
deliverables and project
work into smaller, more
manageable components.
 Breakdown of the project
deliverables from the
scope statement

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 WBS Example

1.0 Phone
System Upgrade

1.1 Collect 1.2 Select Phone 1.3 Install

1.4 Test System 1.5 Train Users
Requirements System System

1.5.1 Create
1.1.1 List All 1.2.1 Reseach 1.3.1 Configure 1.4.1 Test Server
Training Course
Stakeholders Avilable Systems Server Software Configurations
Material

1.3.2 Configure 1.4.2 Test 1.5.2 Conduct

1.1.2 Interview 1.2.2 Demo
Network Network Training
Stakeholders Systems
Components Configurations Sessions

1.1.3 Create 1.4.3 Test

1.2.3 Purchase 1.3.3 Install New
Requirements Individual
System Phones On Desk
Documentation Phones

1.3.4 Configure 1.4.4 User

Individual Acceptance
Phones Testing

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 Create WBS - ITTO

INPUTS
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS & TECHNIQUES

Decomposition
Expert Judgment

OUTPUTS
Scope Baseline
Project Documents Updates

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 Create WBS - Input

 Project Management Plan

Scope Management Plan
 Project Documents
 Project Scope Statement
 Requirement
Documentation
 Enterprise Environmental
Factors
 Organizational Process
Assets

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 Create WBS - Tools

 Expert Judgment
 Decomposition
 It comprises of breaking
down each of the project
deliverables into smaller
components. The basic
work package should be
able to estimated its basic
time, cost and effort.

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 Create WBS - Outputs

 Scope Baseline (3
Components)
 Project Scope Statement
 WBS
 WBS Dictionary

 Project Documents Updates

 Assumption Log
 Requirements
Documentation

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 Create WBS
 WBS
 It is essential to the success of the
project, if it is not in the WBS, it is not
part of the project
 Defines responsibilities of the team
 A communication tool
 It is created by the PM, SME’s, the
Project team, and it a great tool for
team building
 A deliverable-oriented ranked
decomposition of the work to be
executed by the project team.
 Each node must have a unique
identifying number. This is used to help
locate and arrange each node. They
can not be any gaps and any overlap of
work packages. Nothing is eliminated
and nothing is duplicated.

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 WBS Example

Project Name

Control Account Control Account Control Account

Work Package Work Package Work Package

Work Package Work Package Work Package

Work Package Work Package Work Package

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 WBS Example

1.0 Phone
System Upgrade

1.1 Collect 1.2 Select Phone

1.3 Install System 1.4 Test System 1.5 Train Users
Requirements System

1.5.1 Create
1.1.1 List All 1.2.1 Reseach 1.3.1 Configure 1.4.1 Test Server
Training Course
Stakeholders Avilable Systems Server Software Configurations
Material

1.3.2 Configure 1.4.2 Test

1.1.2 Interview 1.2.2 Demo 1.5.2 Conduct
Network Network
Stakeholders Systems Training Sessions
Components Configurations

1.1.3 Create 1.4.3 Test

1.2.3 Purchase 1.3.3 Install New
Requirements Individual
System Phones On Desk
Documentation Phones

1.3.4 Configure 1.4.4 User

Individual Acceptance
Phones Testing

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 Create WBS Continued
 WBS Dictionary
 A document that details the
contents of the WBS
 It provides detailed information
on each node of the WBS
 It captures additional qualities
about each Work Package in a
separate document
 It should include team member
assigned to it, time estimate, cost
estimate, account information,
work package ID, quality
requirements, contract
information, Scheduled Milestone,
plus detail overall of the task at
hand

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 WBS Dictionary
Project Name: Phone System Upgrade Work Package ID: 1.3.1
Work Package Name: Configure Server Software
Work Package Description: Install a new virtual server. Install the phone server
software. Configure the software to support 100 phones and voice mail to email.
Ensure all updates are applied to the operating system before installing the phone
system software.

Assigned to: Bob Peterson Duration: 5 days

Date Assigned: 12/30/2017 Due Date: 1/30/2018
Estimated Cost: $5,000 Account Code: PSU-882.3

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 Plan Schedule Management

 Establishing the policies,

procedures, and
documentation for
planning, developing,
managing, executing, and
controlling the project
schedule.
 Provides guidance and
direction on how the
project schedule will be
managed throughout the
project.

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 Plan Schedule Management
INPUTS
Project Charter
Project Management Plan
Enterprise Environmental
Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Analysis
Meetings

OUTPUTS
Schedule Management Plan

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 Plan Schedule Management -
Outputs

 Schedule Management Plan

 how the project schedule will
be planned, developed,
managed, executed, and
controlled throughout the
phase or project
 It may establish the following:
 Levels of Accuracy
 Rules of Performance
Measurement
 Reporting formats
 Release and Iteration Length
 Project Schedule Model
Development

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 Define Activities

 Process of identifying and

documenting the specific
actions to be performed to
produce the project
deliverables.
 Decomposes work
packages into schedule
activities that provide a
basis for estimating,
scheduling, executing,
monitoring, and controlling
the project work.

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 Define Activities - ITTO

INPUTS
Project Management Plan
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Decomposition
Rolling Wave Planning
Meetings

OUTPUTS
Activity List
Activity Attributes
Milestone List
Change Requests
Project Management Plan Updates

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 Define Activities - Tools
 Decomposition
 Rolling Wave Planning
 A form of Progressive Elaboration.
Near term work packages are able to
be defined in a much great detail.
Long term work packages may not be
able to be defined in any detail, a
place holder maybe created for later
date.
 As the project moves along to
completion, long term place holders
will be removed and then allowed to
be decomposed into work packages
as more details become available.
 This planning must always be
revisited throughout the life cycle of
the project when long term work
pages can not be clearly define

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 Define Activities -
Tools

1.3.2 Configure Network

Work Package
Components

Configur Configur Configur Configur

Configur
Activities e e e e Access
e IDS
routers switches firewalls points

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 Define Activities - Outputs
 Activity List
 A complete list of all scheduled activities
that is required to be perform on the
project.
 It should include a sufficient work
description as well as an activity
identifier. This is recommended so all
stakeholders have better understanding
of all work that is needed to be perform
on the project
 Work packages are Scope determined
deliverable based,
 Activity are focused in the work that
needs to be executed the work packages
 Schedule focused, not WBS focused
 Each activity should map back to one and
only one work package(work package
could have many activities

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 Define Activities - Outputs

 Activity Attributes
 Any additional information
required to execute the
Activity list
 Point of contact, location of work
being performed
 Used for scheduling development

 Milestone List
 Key dates of the projects
 Mandatory, optional,
contractual, % complete

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 Sequence Activities
 Is the process of identifying and
documenting relationships among the
project activities.
 It defines the logical sequence of work to
obtain the greatest efficiency given all
project constraints.
 Taking the activity list defined earlier and
arranging the activities in the order they
must be performed
 Sequencing can be performed by using
project management software or by using
manual or automated techniques.

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 Sequence Activities
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental
Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Precedence Diagramming Method
Dependency Determination and
Integration
Leads and Lags
Project Management Information
System

OUTPUTS
Project Schedule Network Diagrams
Project Documents Updates

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 Sequence Activities - Tools
 Precedence Diagramming
Method, (PDM)
 Graphical representation of
all work that is needed to be
perform on the project. This
represents the flow of the
project. What work
packages tie into another
work packages, in order as
well as durations. Simply
stated it is work packages
relationships to each other.
A B C D

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 Sequence Activities - Tools
 Relationships
 Finish to Start (The most
commonly used )
 The start of the successor’s work
package depends upon the
completion of its predecessor work
package
 Finish to Finish
 The completion of the successor work
package depends on the completion
of the predecessor work package
 Start to Start
 The start of the successor’s work
package depends upon the start of its
predecessor work package
 Start to Finish
 The completion of the successor work
package depends upon the start of its
predecessor work package

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 Sequence Activities - Tools
 Dependency Determination
 Mandatory Dependencies (Hard Logic)
 They are tangible limitations of work
packages that are tie together. One work
package MUST be completed prior to the
subsequent work package beginning.
 Foundation of the house erected prior to the
house being built
 Turning on the computer prior to writing code
 Purchasing the paint prior to painting the walls
 Discretionary Dependencies (Soft Logic)
 Work packages that are tied together, but do
not have physical limitations. Work packages
may work in unison or tandem.
 Painting the walls of a room, &laying carpet at
the same time
 Cooking both Dinner & Dessert at the same
time in the oven
 Designing the packing of a computer game,
while it is in a finial testing stage

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 Sequence Activities - Tools
 External Dependencies
 Work package relationship between
project and non-project activities.
Non-project Activities are usually
outside the control of the project
team.
 The gas station receiving Gas prior to you
filling up the Bulldozer gas tank
 The Home Improvement store down
stocking the paint prior to you buying it
 Internal Dependencies
 Project Activities are within control of
the team
 How to test computer software after you
installed it
 Who does what tasks on a project

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 Sequence Activities - Tools
 Leads and Lags
 The management team during the
planning of activates will
determine the order of work
packages upon completion.
During this phase of this process,
work packages leads and lags must
be processed.
 A lead is the amount of time a
successor activity can be advanced
with respect to a predecessor activity
 i.e. The windows maybe scheduled to be
installed in the house up to 3 weeks
prior to the siding being installed.
 A lag directs the delay in the
successor work package or activity
 i.e. The windows can not be scheduled
to be installed in the house until the
external walls have been installed

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 Sequence Activities - Outputs
 Project Schedule Network Diagrams
These are system wide drawings
which shows the entire project work
packages/activities from start to
finish. It shows logical relationships
as well.
 Project Document Updates

B C
Finis
Start A
h
D E

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 Estimate Activity Durations

 Estimating the number of work

periods needed to complete
individual activities with estimated
resources.
 It provides the amount of time each
activity will take to complete.
 It should be calculated by the
individual most familiar with the
nature of work in the specific
activity.
 Uses information from the scope of
work, required resource types or
skill levels, estimated resource
quantities, and resource calendars.

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 Estimate Activity Durations -
ITTO

Inputs
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Tools and Techniques

Expert Judgment
Analogous Estimating
Parametric Estimating
Three-Point Estimates
Bottom-Up Estimating
Data Analysis
Decision Making
Meeting

Outputs
1.Duration Estimates
2.Basis of Estimates
3.Project Documents Updates

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 Estimate Activity Durations -
Tools

 Analogous Estimating(top-down
estimating)
 This relies on historical
information to predict
estimates, (i.e. Time, Budget,
Difficulty), for current projects.
Often used when there is
limited amount of information
available. Cost less in Time
and Money to uses, but it
gives the least accuracy when
it comes to estimating.

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 Estimate Activity Durations -
Tools
 Parametric
 A technique that uses a statistical
relationship between historical data and
other variables (for example, square
footage in construction, lines of code in
software development) to calculate an
estimate for activity parameters, such as
scope, cost, budget, and duration.
 Three Point Estimate
 Calculates an expected duration using a
weighted average of 3 estimated,
Optimistic, Pessimistic, Most Likely.
(O+P+4M)/6.
 If the Optimistic is 8 days, Pessimistic is 14
days, and Most likely is 10 days, Pert is
10.333.
 ((8+14+4*10)/6)
 (22+40)/6
 62/6
 10.33

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 Estimate Activity Durations -
Tools
 Bottom-Up Estimating
The work has to be very detailed for
this type of estimation to take place.
 Takes a very long time to complete,
but highly accurate.
 You break down the work to the lowest
levels and then aggregating the work
back up to find an overall duration.
 Data Analysis
 Reserve Analysis
 Often call Slack Time, or Contingency
Reserve, Time Reserves. Buffer
 Maybe a percentage or a set determined
time allowance
 Usually added because of Risk Factors
 Decision Making

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 Estimate Activity Durations
Output
 Duration Estimates
The likely number of work periods
required to completed an activity or
a work package. It does not have
any leads or lags assigned to it. It is
just a number. i.e. Painting room 6
with take at least 36 man hours, to a
maximum of 42 man hours
 May include some indication of the
range of possible results
 Basis of Estimates
 How the estimates were developed
and their ranges.
 It can also include all assumptions
and constraints made to create the
estimate

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 3-Point Estimate (PERT)
 PERT(Program (or Project) Evaluation and Review
Technique )
 Three-Point Estimate
 A scheduling tool that uses a weighted average formula to
predict the length of activities and the project.

 Beta Distribution
 Specifically, the PERT formula is (O+R(4)+P)/6

(Optimistic Estimate + (4 x Realistic) + Pessimistic Estimate)

6
 Standard Deviation
(P-O)/6
 Triangle Distribution
 The Triangle Distribution formula is (O+R+P)/3

(Optimistic Estimate + Realistic + Pessimistic Estimate)

3

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 Develop Schedule
 Analyzing activity sequences,
durations, resource
requirements, and schedule
constraints to create a schedule
model for project execution and
monitoring and controlling.
 It generates a schedule model
with planned dates for
completing project activities.
 Entering the activities, durations
and resources into the
scheduling tool will generates a
schedule with planned dates for
completing the project
activities.

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 Develop Schedule - ITTO
Inputs
Project Management Plan
Project Documents
Agreements
Enterprise Environmental Factors
Organizational Process Assets

Tools and Techniques

Schedule Network Analysis
Critical Path Method
Resource Optimization
Data Analysis
Schedule Compression
Project Management Information System
Agile Release Planning

Outputs
Schedule Baseline
Project Schedule
Schedule Data
Project Calendars
Change Requests
Project Management Plan Updates
Project Documents Updates
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 Develop Schedule - Tools
 Schedule Network Analysis
It employs several different
techniques, (Critical path, Critical
Chain, What-if analysis, and
resource optimization techniques)
to determine the length of the
schedule. It is used to calculate the
early start and early finish dates,
late start and late finish dates.
 Resource Optimization Techniques
 A method to flatten the schedule
when resources are over-allocated
or allocated unevenly. Resource
leveling can be applied in different
methods to accomplish different
goals. One of the most common
methods is to ensure that workers
are not overextended on activities.

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 Develop Schedule - Tools
 Critical Path Method
 Calculate the early start (ES), early
finish (EF), late start (LS) and late
finish (LF) dates, without require
for any resource limitations. It is
used to help determined Lags,
Leads, activity relationships,
schedule constraints
 Critical Chain Method
 A method of planning and
managing projects that puts
more emphasis on the resources
required to execute project tasks
developed

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 Develop Schedule - Tools
 Data Analysis
What If Scenarios (Monte
Carlo)
 Simulations
 Leads and Lags
 Schedule Compression
 Crashing(Adding resources to
a project activity)
 Always adds cost
 May add additional Risk
 Fast Tracking( Activates
performed in parallel)
 May not always add cost
 May increase risk due to project
rework

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 Develop Schedule - Tools
 PMIS
 Agile Release Planning
 The schedule will be broken up
into smaller iterations, verses to a
traditional project where the
schedule is for the entire product
release. Smaller increments allows
the customers an opportunity to
give feedback on the product with
a quicker turnaround
 Iteration plan is a plan that will be
used to create a single iteration for
part of the product.
 Release plan is a set of iterations
that will help to create a product
that would be given to the
customers for feedback

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 Develop Schedule - Outputs
 Project Schedule
 Project start and end date. Each
activity start & end date. The
project schedule maybe a high
level document, or as detail as
having each activities resourced
assign to it. Most often showed
as a graphically presentation.
 Project Network Diagrams
 Bar charts
 Activities represented by horizontal
bars on a horizontal axis that
represents the calendar.
 Milestone Chart
 A list of only key dates in the
project. A very high level detail of
the status of the project.
 Schedule Baseline
 Original Schedule baseline with
any approved changes to the
schedule

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 Develop Schedule - Outputs

 Schedule data
Schedule templates that
the team used to calculate
durations, assumptions,
constraints or resource
requirements
 Project Calendars
 Identifies Project shifts
and work days

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 Plan Cost Management

 Defining how the project

costs will be estimated,
budgeted, managed,
monitored, and controlled.
 It provides guidance and
direction on how the
project costs will be
managed throughout the
project.

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 Project Cost Management -
Terms

 Value Engineering
 Aka, value analysis is finding
a less costly way of doing
work. It will look how to
achieve a goal/scope the
less costly way
Cost
Explanation
Type

Fixed Costs that stay same throughout the life of a project . I.E. bulldozer

Variable Costs that vary on a project. I.E. hourly labor, fuel for bulldozer

Expenses billed directly to the project. I.E. materials used to

Direct
construct bldg

Costs that are shared & allocated among several or all projects. i.e.
Indirect
mgr’s salary.

Costs that have been invested into or expended upon the project.
Sunk
Sunk costs are like spilt milk.

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 Plan Cost Management - ITTO

INPUTS
Project Charter
Project Management Plan
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Analysis
Meetings

OUTPUTS
Cost Management Plan

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 Plan Cost Management -
Output

 Cost Management Plan

 How costs will be planned,
structured and controlled
 Units of measure
 Level of accuracy
 Reporting formats
 Control thresholds

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 Estimate Costs
 Developing an approximation of the
cost of resources needed to complete
project work.
 Usually expressed in some from of
currency, $, Euro, Yen, Won, etc..
 Accuracy of a project estimate will
increase as the project progresses
through the project life cycle
 Costs are estimated for all resources
that will be charged to the project
including but is not limited to labor,
materials, equipment, services, and
facilities, as well as special categories
such as an inflation allowance, cost of
financing, or contingency costs.

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 Estimate Cost - Types

 Definitive Estimates: –5%

to +10%
 Budget Estimates: –10%
to +25%
 Rough Order of
Magnitude Estimates: –
25% to +75%

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 Estimate Costs
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental
Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Analogous Estimating
Parametric Estimating
Bottom-up Estimating
Three-Point Estimating
Data Analysis
Project Management Information System
Decision Making

OUTPUTS
Cost Estimates
Basis of Estimates
Project Documents Updates

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 Estimate Costs - Tools
 Expert Judgment
 Analogous Estimating
 Top down, Pasted projects, Not
very detailed
 Parametric Estimating
 Statistical relationships between
historical data and variables
 8 hour work period, lay 50 cubic feet
of concrete
 1 hour work period, paint 32 square
feet of drywall
 Bottom-up Estimating
 Separate estimate for each activity
and aggregated up to summary
nodes on WBS
 Greatest Level of specified detail
 Highly accurate, labor intensive

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 Estimate Costs - Tools
 Pert, Three point Estimating
(Covered in Schedule
Management)
 Data Analysis
 Reserve Analysis (Money set
aside for Risk)
 Cost of Quality
 Failure
 Internal caused, (may need to
rework, scrap)
 External caused, (Warranty work,
Lost of business)
 Leads to rework and increasing
spend rate
 Success
 Training, proper equipment,
inspections
 PMIS
 Decision Making

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 Estimate Costs - Output
 Cost Estimates
Costs associated with each
activity. This includes labor,
materials, equipment,
facilities, inflation, services,
etc…
 Basis of Estimates
 Range of possible estimates
 Confidence level of estimates
 How estimates were
developed and by whom
 Project Document Updates

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 Determine Budget

 Process of aggregating
the estimated costs of
individual activities or
work packages to
establish an authorized
cost baseline.
 It determines the cost
baseline against which
project performance can
be monitored and
controlled.

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 Determine Budget - ITTO
INPUTS
Project Management Plan
Project Documents
Business Documents
Agreements
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Cost Aggregation
Data Analysis
Historical Information Review
Funding Limit Reconciliation
Financing

OUTPUTS
Cost Baseline
Project Funding Requirements
Project Documents Updates

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 Determine Budget - Tools
 Cost Aggregation
 Details on what each schedule activity is
scheduled to cost. These will be rolled up to
each parent work package to determined
total cost and budgetary requirements
 Data Analysis
 Reserve Analysis, Possible Contingency
reserves for the project
 Contingency Reserves: The PM determines,
manages, and controls the contingency reserves,
which will address the cost impact of the
remaining or known/unknown risks
 Management Reserve: The management
determines the funds to cover unknown/
unknown risks to the project
 Designed for possible risk obstacles to the
Baselines
 Historical Information Review
 Parametric or Analogous estimates based off
historical projects
 Best used when project are very similar in
nature

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 Determine Budget - Tools

 Funding Limit Reconciliations

Projects current run rate vs.
what was planned over the
life cycle of the project.
Sections of the project may
need to be reschedule due
to budget limitations
 Financing
 Acquiring money for the
project from an external
source

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 Determine Budget Output
 Cost Baseline
 Includes the cost of all the activities, that are
aggregated to work packages. The work packages
and the contingency reserves are aggregated into
control account. The sum of all control account is
the cost baseline.
 Typically displayed in a S-Curve graph.
 The cost baseline represents the project cost, which
includes the contingency reserves. The project
budget is the cost baseline + management reserves.
 Project Funding Requirements
 What gets funded when and by how much. Is
there a trigger point, Milestone point, etc..
 Project Document Updates

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 How To Ensure Effective
Quality Management

 Always cost more if the

customers find the
defects. Prevent defects
from going to the
customers
 Build quality into the
planning and design of a
project
 Build a culture in the
organization that wants
to produce quality work.
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 Plan Quality Management
 “The standard of something as
measured against other things of a
similar kind; the degree of
excellence of something.”
 Identifying quality requirements
and/or standards for the project and
its deliverables, and documenting
how the project will demonstrate
compliance with quality
requirements and/or standards.
 Guidance and direction on how
quality will be managed and verified
throughout the project.
 Identifies what the quality
specifications are for this project and
how these specifications will be met

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 Plan Quality Management
INPUTS
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS & TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Decision Making
Data Representation
Test and Inspection Planning
Meetings

OUTPUTS
Quality Management Plan
Quality Metrics
Project Management Plan Updates
Project Documents Updates

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 Plan Quality Management -
Tools

 Data Analysis
 Cost Benefit Analysis
 Does the activities, work
packages performed cost more
then the expected results. The
benefits must out weigh their
costs.
 Cost of Quality, (COQ)
 All costs incurred over the life of
the product ensuring it meets
quality of the product
 Conformance, Prevention costs,
Appraisal costs
 Non-Conformance, Internal and
external failure costs

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 Plan Quality Management -
Tools

 Test and Inspection Planning

 PM and team determine how to
test or inspect the project output
to ensure it meets the
stakeholders needs and
expectations.

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 Plan Quality Management -
Tools
 Data Representation
 Logical Data Model
 A visual representation of
the data and you can then
use it to identify the best
methods to sort and
organize it
 Matrix Diagram
 The relationship between
two or more groups within
the project
 Mind Mapping
 Visually organize data
 Flowcharts
 A graphical representation of
the process and any room
for improvements

Determine
Collect Organize into Determine Filed Create
Database Create tables
Requirements tables types Database
Fields

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 Plan Quality Management -
Output

 Quality Management Plan

Quality standards that will be used
by the project
 Quality control and management
activities for the project
 Quality tools that will be used
 How to continually improve our
processes
 Quality Metrics
 Specifications on how quality will be
measure during the control quality
process. Such as, error per line of
code

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 Plan Resource Management

 Describing how to estimate,

acquire, manage, and use team
and physical resources.
 Team resources are the people
working on the project to build
the deliverables
 Physical resources such as
supplies, materials, services,
facilities, and equipment will
be measured, acquired,
managed, and used in the
project
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 Plan Resource Management -
ITTO
INPUTS
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Representation
Organizational Theory
Meetings

OUTPUT
Resource Management Plan
Team Charter
Project Documents Updates

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 Plan Resource Management -
Tools
 Data Representation
 Organization Charts and Positions
Descriptions
 3 Types
 Hierarchical
 Graphic, Top-Down Format, (similar format to
the WBS)
 Matrix-Based Chart
 Responsibility Assignment Matrix, (RAM).
RACI Charts
 Text-Oriented Format
 Detail description of roles, qualifications,
responsibilities, etc.

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 Plan Resource Management -
Tools

Proje Team Sponsor Customer

ct member
Mana
ger
Develop Project A I R I
charter

Define scope A R C I

Create WBS C A I I

Validate scope A I C R

RACI Charts

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 Plan Resource Management -
Tools

Project
Sponsor

Project Manager

Team Member Team Member Team Member

Sub Team Sub Team Sub Team

Member Member Member

Hierarchical Chart

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 Plan Resource Management –
Output

 Resource Management Plan

 part of the project management plan
and is used to manage both physical
and team resources
 It will guide the remaining five resource
management processes
 Contains the roles and responsibilities,
the organization chart, and project team
resource management.
6

Team members
4

0
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

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 Plan Resource Management –
Output

 Team Charter
 Document that outlines
what will be acceptable
behavior within the project.
 Should include things like
the general rules of conduct
for meetings, decision-
making, and one-on-one
conversations

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 Estimate Activity Resources

 Where you look at each

individual activity and
determine what and how
many resources are needed
to accomplish that activity
 Resources are not just
people, but also include
equipment, machines, and
different types of supplies
needed to finish the activity

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 Estimate Activity Resources -
ITTO

Inputs
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Tools and Techniques

Expert Judgment
Bottom-up Estimating
Analogous Estimating
Parametric Estimating
Data Analysis
Project Management Information System
Meetings

Outputs
Resource Requirements
Basis of Estimates
Resource Breakdown Structure
Project Documents Updates

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 Estimate Activity Resources -
Tools
 Bottom-Up Estimating
Break down the activities in more
detail until you can assign the
resources. You can then aggregate
them back up to the full activity
 Analogous Estimating
 Also known as top-down
estimation. Analogous estimation
relies on historical information to
assign the current duration to the
activities. It is based on a limited
amount of information.
 Parametric Estimating
 Uses a math algorithm to
calculate cost or duration

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 Estimate Activity Resources -
Output

 Resource Requirements
will document the number
and types of resources
needed to complete each
activity. This should be very
detailed.
 Resource Breakdown Structure
 Hierarchical breakdown of
resources by their categories
and types.
 Basis of Estimates
 How the estimates were
created.

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 Plan Communication
Management

 Developing an appropriate
approach and plan for project
communications activities
 Based on the information needs
of the project stakeholders
 Documented approach to
effectively and efficiently engage
stakeholders

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 Plan Communication
Management - ITTO
INPUTS
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Communication Requirements Analysis
Communication Technology
Communication Models
Communication Methods
Interpersonal and Team Skills
Data Representation
Meetings

OUTPUTS
Communications Management Plan
Project Management Plan Updates
Project Documents Update

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 Plan Communication
Management - Tools
 Expert Judgement
 Communication Requirements Analysis
 Analyzing the communications needs of the stakeholders
 Lack of communication leads to failure
 Communications Channels
 Channels = n(n-1)/2
 N=The number of people on the project
 4 Team Members= 6 lines of communication
 4(4-1)/2=x
 6=x

 There are 10 stakeholders on a project, how many

channels will the project manager need to analyze?
 10(10-1)/2 = 45

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 Plan Communication
Management - Tools
 Communication Technology
 Method of communication
 Technology, Email, phone, fax, Web page, in-person
 Level of Urgency
 Ease of use
 Sensitivity and confidentiality of the information

 Communication Methods
 Informal Written
 Email, Memorandums
 Formal Written
 Contracts, Project Documents, Legal Notices
 Informal Verbal
 Phone calls, random discussions
 Formal Verbal
 Presentations, Speeches
 Push- Email Blast
 Pull-Download information
 Interactive- Joint Discussions

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 Plan Communication
Management - Tools
 Communication Models
 Sender - The person or group
sending the message to the
receiver.
 Encoder - The device or
technology that encodes the
message to travel over the
medium.
 Decoder - This is the inverse of the
encoder.
 Receiver - This is of course the
recipient of the message.
 Paralingual - The pitch, tone, &
inflections in the sender’s voice
affect the message being sent.
 Nonverbal
 Communication Blocker

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 Plan Communication
Management - Tools
 Interpersonal and Team Skills
 Communication styles
assessment
 Technique to determine the ideal
communication method, format,
and substance for planned
communication
 Political awareness
 Achieved through a good
perception of strategies, hidden
agenda, and power structure and
relationship within and around the
project
 Cultural awareness
 Understanding the differences
among individuals, groups, and
organizations and adjusting the
project’s communication to these
differences.

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 Plan Communication
Management - Output

 Communications Management Plan

 Who should receive project
communications
 What communications they should
receive
 Who should send the
communication
 How the communication will be
sent
 How often it will be updated
 Definitions so that everyone has a
common understanding of terms.

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 Project Risk Management
 Conducting risk management planning,
identification, analysis, response
planning, response implementation, and
monitoring risk on a project.

 Individual project risk: is an uncertain

event or condition that, if it occurs, has a
positive or negative impact on one or
more parts of the project

 Overall project risk: The risk exposure of

the project as a whole. It’s made up of
the sum of individual project risks plus
other sources of uncertainty.

 Risk is negative or positive. Negative risk

are threats and positive risks are
opportunities.

 Increase the probability and/or impact of

positive risks and to decrease the
probability and/or impact of negative
risks

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 Plan Risk Management

 Defining how to conduct risk

management activities for a
project
 Planning how to identity,
assess, response, implement
responses and monitor risk
 Risk Management is a
proactive approach and
should be done early in the
project

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 Plan Risk Management - ITTO
INPUTS
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgments
Data Analysis
Meetings

OUTPUTS
Risk Management Plan

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 Plan Risk Management -
Outputs
 Risk Management Plan, (Roadmap to
the other 6 risk processes)
 Used to determine
 How risks will be categorized/identified
 How quantitative/ qualitative analysis
will be completed
 How risk response planning will
happen
 How will the risk response be
implemented
 How risks will be monitored
 How ongoing risk management
activities will happen throughout the
project life cycle
 Roles and responsibilities for the
project team
 Stakeholders risk appetite, helps to
determine what is acceptable risk vs.
non acceptable
 Risk Breakdown structure(RBS) is used
to categories risks.

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 Sample Risk Breakdown
Structure

Regulation
External

Vendors

Risk

People

Organizational

Funding

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 Identify Risks

 Identifying individual project

risks as well as sources of
overall project risk, and
documenting them in the risk
register and risk report
 All personnel should be
encouraged to identify risks.
 Should be done throughout
the project. Risk changes
daily.
 Identify both positive and
negative risk

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 Identify Risks
INPUTS
Project Management Plan
Project Documents
Agreements
Procurement Documentation
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Interpersonal and Team Skills
Prompt Lists
Meetings

OUTPUTS
Risk Register
Risk Report
Project Documents Updates

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 Identify Risks - Tools

 Prompt Lists
 A predetermined list of
risk categories. RBS can
be used to used to
identity both individual
and overall risk

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 Identify Risks - Tools
 Data Analysis
 Documentation Analysis
 Structure review of all
project documentation
 Assumptions and
constraints analysis
 Root Cause Analysis
 SWOT Analysis

Strengths Weaknesses
-Little free time
- Expert team
-High cost
-Management support
SWOT

Opportunities Threats
-New Market - Regulations
-New IT Systems -Staff Shortage

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 Identify Risks
 Risk Register - (Individual Project
Risks)
 List of all Identified Risks
 List of Potential Responses
 Provides a list of all identified
risks on the project, what
reactions to this risk are, what
the root causes are, and what
categories the risks fall into.
Risk Risk Response Cause Project
ID Area

S1 Bad weather Add 3 more Environment Time

days to
schedule
C1 Cost overrun Add 10% more Supplier might Cost
to budget increase cost

 Risk Report
 Sources of overall project risk
and summary information on
identified individual risk.

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 Perform Qualitative Risk
Analysis

 Prioritizing individual
project risks by assessing
their probability of
occurrence and impact as
well as other
characteristics.
 Done in order to determine
which risks are the highest
priority on the project.
 Creates a ranking
 Preformed throughout the
project

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 Perform Qualitative Risk
Analysis - ITTO

INPUTS
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Interpersonal and Team Skills
Risk Categorization
Data Representation
Meetings

OUTPUTS
Project Documents Updates

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 Perform Qualitative Risk
Analysis - Tools
 Data Analysis
 Risk Probability and Impact
Assessment
 The likelihood that each specific risk
will occur, level of probability
 Investigate the potential effect on the
project, Cost, Schedule, Quality,
Performance, Positive or Negative
 Risk Data Quality Assessment
 The degree of which the risk is
understood and the accuracy, quality,
reliability and the integrity of the data
 Assessment of other risk parameters
 Other parameters such as urgency,
proximity, manageability, and
detectability.
 Risk Categorization
 Sources of Risk
 Grouped by root cause

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 Perform Qualitative Risk
Analysis - Tools
 Data Representation
 Probability and Impact Matrix
 Outlines the probability and impact on the project
 Sorted by High Risk, Medium Risk, Low Risk
 Hierarchical Char
 Bubble Chart

Risk Probability Impact Score Ranking Risk bubble chart

Bad 4 5 20 High
Contractor

Bad 3 3 9 Medium
Weather

Earthquake 1 5 5 Low

Probability = 1-5 Impact = 1-5

Probability and Impact Matrix

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 Perform Qualitative Risk
Analysis - Outputs

 Project Documents Updates

 Risk Register
 Risk Report

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 Perform Quantitative Risk
Analysis

 Numerically analyzing the

effect of individual project
risks on the overall project
objectives.
 Assigns a value to the risk
that have been ranked by
qualitative risk analysis.
 Usually requires specific risk
software and knowledge in
the development and
interpretation of risk
models.
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 Perform Quantitative Risk
Analysis - ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental
Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Interpersonal and Team Skills
Representations of Uncertainty
Data Analysis

OUTPUTS
Project Documents Updates

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 Perform Quantitative Risk
Analysis – Tools

 Representation of
Uncertainty
 Probability distribution,
looking at the probability
of risks actually taking
place
 Triangular or beta
distributions

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 Perform Quantitative Risk
Analysis – Tools

 Data Analysis
 Sensitivity Analysis
 Tornado Chart

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 Perform Quantitative Risk
Analysis – Tools

 Data Analysis
 Sensitivity Analysis
 Decision Tree Analysis
 Make or buy analysis

Initial Risk Cost Probabilit EMV Total

Cost y
New 1,000,000 400,000 25% 100,000 1,100,000
Constructed
House
Remodel older 800,000 500,000 10% 50,000 850,000
house
To calculate the EMV you would take the probability multiply the risk
costs. To get the total, add the EMV to the initial cost.

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 Perform Quantitative Risk
Analysis – Output

 Project Documents Updates

 Risk register

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 Plan Risk Responses
 Developing options, selecting
strategies, and agreeing on
ways to address risk on the
project
 Will allocate resources needed
to response to risk if they
happen
 Will address all risk

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 Plan Risk Responses - ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Interpersonal and Team Skills
Strategies for Threats
Strategies for Opportunities
Contingent Response Strategies
Strategies for Overall Project Risk
Data Analysis
Decision Making

OUTPUTS
Change Requests
Project Management Plan Updates
Project Documents Updates

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 Plan Risk Responses - Tools

 Strategies for Negative Risk or

threats
 Escalate-Outside the
Project Team Level
 Avoid-eliminate the risk
entirely
 Transfer-transfer ownership
to a 3rd party
 Mitigate- reduce the
probability of the risk event
 Accept- Deal with the Risk
at hand

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 Plan Risk Responses - Tools
 Strategies for Opportunities (Positive
Risk)
 Escalate-Outside the Project Team
Level
 Exploit-Remove any and all
uncertainty
 Share-Some or all ownership to a
3rd party
 Enhance-Increase the probability
of the event happening
 Accept -Take advantage of the
opportunity, but not seek it
 Strategies for Overall Project Risk
 Avoid
 Exploit
 Transfer/Share
 Mitigate/Enhance
 Accept

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 Plan Risk Responses - Tools

 Contingent Response Strategies

 May undertake certain risk
events, if certain conditions
apply

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 Plan Risk Responses -
Outputs

 Project Documents Updates

 Risk register

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 Agreements (Contracts)
 Should clearly outline the deliverables and results
anticipated, including any knowledge transfer from
the seller to the buyer.
 Know the laws and regulations from the local
country that could affect the contract
 Generally considered a legally binding documents
between buyers and sellers
 Should outline:
 Formal written document
 Scope of work to be performed
 Roles and responsibilities
 How to perform the work, including locations and
times?
 Terms and conditions
 Warranties and penalties
 Payment terms
 Termination clauses
 Change request process
 Incentives
 Insurance and performance bonds

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 Types of Contracts

Contract Types

Cost- Time and

Fixed-Price
reimbursable Material

Firm fixed price Cost plus fixed

fee

Fixed price Cost plus

incentive fee incentive fee

Fixed price with

Cost plus award
economic price
fee
adjustments

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 Fixed Price (Lump Sum)
 When the buyer pays one flat price
(lump sum) for all work in the contract
 This would include all labor and
materials
 Use when the scope is well-defined
and understood
 All risk is with the seller
 3 Types:
 Firm Fixed Price (FFP): This contract is when the
price is fixed and cannot be changed.
 Fixed Price Incentive Fee (FPIF): This contract is
when the fixed price includes an additional fee
for meeting a target set forth in the contract.
 Fixed Price Economic Price Adjustment (FP-EPA):
This contract is used to adjust the fixed cost over
the life of the contract because of economic
conditions.

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 Cost-reimbursable
 When the buyer pays for the work
expenses and then pays the seller a fee
for his profit
 The risk is with the buyer because the cost
overrun of work expense is covered by the
buyer
 3 Types
 Cost plus fixed fee (CPFF): This contract is
when the buyer pays the work expense and
then a fixed fee to the seller for profit.
 Cost plus incentive fee (CPIF): This contract
is when the buyer pays the work expense
and an additional fee, if a target is met, such
as, finishing two weeks earlier.
 Cost plus award fee (CPAF): This contract is
when the buyer pays the work expense and
pays an award fee that is based on
satisfaction of work.

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 Time and material

 Time and material contract

is when the buyer pays for
both labor and material
 The buyer takes all the risk
of cost overrun for both the
labor and materials
 Should only be used when
the scope is high-level.

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 Plan Procurement
Management

 Determines whether to obtain

goods and services from outside
the project and, if so, what to
acquire as well as how and when
to acquire it.
 The process of documenting
what procurements are needed
for the project, detailing the
approach, defining selection
criteria to identify potential
sellers, and putting together a
Procurement management plan.

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 Plan Procurement
Management - ITTO
INPUTS
Project Charter
Business Documents
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Source Selection Analysis
Meetings

OUTPUTS
Procurement Management Plan
Procurement Strategy
Bid Documents
Procurement Statement of Work
Source Selection Criteria
Make-or-buy Decisions
Independent Cost Estimates
Change Requests
Project Documents Updates
Organizational Process Assets Updates

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 Plan Procurement
Management - Tools
 Data Gathering
Market Research
 Data Analysis
 Make-or-buy analysis
 Source Selection Analysis
 Understanding of work
 Risk
 Cost
 Past Performance
 References
 Production ability
 Warranty

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 Plan Procurement
Management - Output
 Procurement Management Plan
 Outlines the activities to be undertaken
during the procurement processes
 Make contain a prequalified sellers list
 Procurement Strategy
 Determine how to deliver the deliverables,
types of contracts to use, what phases will be
used to complete procurements
 Bid Documents
 Used to Solicit Proposals from potential
sellers
 RFI, Request for information
 IFB, Invitation for bid
 RFP, Request for proposal
 RFQ, Request for quote
 Procurement Statement of Work
 Developed from the Scope Baseline, Lists the
needs of the buyer
 Allows prospective sellers to determine of
they can meet the requirements set forth by
the Buyer

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 Plan Procurement
Management - Output

 Source Selection Criteria

 Cost, location, license, certification,
reference, warranty, or experience.
This needs to be determined before
seller is selected.
 Make or buy Decisions
 What will the project make or buy
 Independent Cost Estimates
 Cost estimate done by an outside
professional
 Change Requests

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 Plan Stakeholder Engagement

 Developing methods to
involve project
stakeholders
 Centered on their needs,
expectations, interests, and
potential impact on the
project.
 It creates an actionable
plan to interact effectively
with stakeholders

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 Plan Stakeholder Engagement
- ITTO
INPUTS
Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Asset

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Data Analysis
Decision Making
Data Representation
Meetings

OUTPUTS
Stakeholder Engagement Plan

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 Plan Stakeholder Engagement

 Data Representation
 Stakeholder Engagement
Assessment Matrix
 5 levels of engagement
 Unaware
 Resistant
 Neutral
 Supportive
 Leading
Stakeholder Unware Resistant Neutral Supportive Leading

Mary Current Desired

Jane Current Desired
Bob Desired

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 Plan Stakeholder Engagement
- Outputs
 Stakeholder Engagement Plan
 How will the team keep the
stakeholders engaged on the
project.
 What type of communication
will be needed to engage
them on the project.

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Executing
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Direct and Manage Project
Work
 Performing the work defined
in the project management
plan
 Involves managing people
and keeping them engaged,
improving the processes,
requesting changes, and
implementing approved
changes
 Summary of all other
executing processes

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 Direct and Manage Project
Work - ITTO

INPUTS
Project Management Plan
Project Documents
Approved Change Requests
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Project Management Information System
Meetings

OUTPUTS
Deliverables
Work Performance Data
Issue Log
Change Requests
Project Management Plan Updates
Project Documents Updates
Organizational Process Assets Updates
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 Direct and Manage Project
Work - Inputs

 Approved Change Requests

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 Direct and Manage Project
Work - Output
 Deliverables
 Any product, service, or result required
to complete the project
 Work Performance Data
 Information on the status of these
deliverables
 Is it tracking Positive or Negative
against the plan/baselines,
(cost/durations)
 Work completed, start/end dates of
activities, # of changes requests, # of
defects,
 Issue Log
 A record of all the issues/problems you have
encountered on the project
 All issues are described, assigned, prioritized,
and addressed.
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 Direct and Manage Project
Work - Output
 Change Requests
 Corrective Action
 Fixing past errors
 Realigns the project performance
 Preventive Action
 Fixing future errors
 Questions if everything is aligned with
the project plan
 Defect Repair
 Modify a nonconforming product or
result

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 Manage Project Knowledge

 Using existing knowledge and creating

new knowledge
 Contribute to organizational learning
 Knowledge created by the project will be
made available to support organizational
operations and future projects or phases
 Commonly split into explicit and tacit.
 Explicit knowledge can be formally documented and shared,
 Data
 Documents
 Records
 Tacit knowledge exists inside the heads of your employees
 Experience
 Thinking

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 Manage Project Knowledge -
ITTO

INPUTS
Project Management Plan
Project Documents
Deliverables
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Knowledge Management
Information Management
Interpersonal and Team Skills

OUTPUTS
Lessons Learned Register
Project Management Plan Updates
Organizational Process Assets
Updates

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 Manage Project Knowledge -
Tools

 Knowledge Management
 The sharing of knowledge between
stakeholders on a project. Used to foster
project interaction. Sure as:
 Networking
 Workshops
 Meetings

 Information Management
 The collection, storage, dissemination,
archiving and destruction of information

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 Manage Project Knowledge -
Outputs

 Lessons Learned Register

 Gathered throughout the project,
not just at the end
 Updated whenever new
knowledge within the project is
discovered by any stakeholder

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 Manage Quality
 Translating the quality
management plan into
executable quality activities
 It increases the probability of
meeting the quality objectives
as well as identifying
ineffective processes and
causes of poor quality.
 Maybe called Quality
Assurance.
 Confirm the quality processes
used are meeting the quality
objectives.

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 Manage Quality
INPUTS
Project Management Plan
Project Documents
Organizational Process
Assets

TOOLS & TECHNIQUES

Data Gathering
Data Analysis
Decision Making
Data Representation
Audits
Design for X
Problem Solving
Quality Improvement Methods

OUTPUTS
Quality Reports
Test and Evaluation Documents
Change Requests
Project Management Plan Updates
Project Documents Updates

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 Manage Quality - Tools
 Data Representation
 Affinity Diagrams
 Used to group ideas together
 Matrix Diagrams
 Shows the relationship among
processes
 Cause and Effect Diagrams
 Also known as Ishikawa or Fishbone
diagram, it will tell you the causes of
defects
Work/Famaily Exam

Distraction from studying Anxiety

Cold/Hot exam room

Too much work

Run out of time

Fail PMP Exam

Lack of
Lack of

Wrong material

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 Manage Quality - Tools
 Data Representation
 Flowcharts
 Flowcharts show you a graphical
representation of the process and
any room for improvements.
 Histograms
 Histograms are bar charts that show
the distribution of numerical data.
One example of a histogram is a
Pareto diagram. Pareto diagrams use
the Pareto principle of 80/20.
Project Expenses
$90,000.00 120%
$80,000.00
100%
$70,000.00
$60,000.00 80%
$50,000.00
60%
$40,000.00
$30,000.00 40%
$20,000.00
20%
$10,000.00
$- 0%
Salaries Contractors Rentals Equipment Material

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Amount Cumulative %
 Manage Quality - Tools

 Data Representation
 Scatter Diagram
 Scatter diagrams show trends
in relation to different variables

Defects per week

9
8

Number of Defects
7
6
5
4
3
2
1
0
0 5 10
Weeks

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 Manage Quality - Tools
 Audits
 Identify all best practices are being
executed
 Identify all short comings and gaps in the
process
 Design for X
 Used by engineers in order to design a
particular aspect of a product
 Problem Solving
 Finding solutions to problems. identifying
the problem, determining what’s causing it,
looking at possible solutions, selecting a
solution, implementing a solution, and
verifying that it solves the problem.
 Quality Improvement Methods
 Find ways to improve the quality processes

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 Manage Quality - Output
 Quality Reports
Report generally includes
information about quality
issues on the project and
recommendations on how to
improve the processes being
used.
 Test and Evaluation Documents
 Documents generally take the
form of a checklist that can be
used when checking the
quality of the deliverables

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 Acquire Resources

 Getting the staff and

physical resources needed
to build the deliverables
on the project.
 Done continuously
throughout the project or
phase
 Both internal and external
resources

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 Acquire Resources - ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Decision Making
Interpersonal and Team Skills
Pre-Assignment
Virtual Teams

OUTPUTS
Physical Resource Assignments
Project Team Assignments
Resource Calendars
Change Requests
Project Management Plan updates
Project Documents Updates
Enterprise Environmental Factors Updates
Organizational Process Assets Updates

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 Acquire Resources - Tools
 Decision Making
 Multi-Criteria Decision Analysis
 Availability, Cost, Experience, Ability
 Knowledge, Skills, Attitude, International
Factors
 Interpersonal and Team Skills
 Negotiation
 Functional Managers for particular resources
 Other PM teams in motion, Vendors,
Contractors, 3rd parties
 Pre-Assignment
 Team Members are selected in advance of
the project
 Virtual Teams
 Wide Spread Geographical areas, Another
city, Country, etc…
 Work from home, Different Shifts

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 Acquire Resources - Outputs

 Physical resource Assignments

Document how you allocated the
physical resources on the project.
This usually includes assigning
materials, supplies, equipment, or
locations to the project work.
 Project Team Assignments
 Assign the project team to their
roles and responsibilities
 Resource Calendars
 Shows working shifts for
resources. Shows availability.

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 Develop Team
 Process of improving
abilities, team member
communication, and the
overall team atmosphere.
 Critical factor for the
project success
 Focuses on building a
sense of team and
improving its performance
 PM primary responsible
Binging together multiple
personalities into one
working group

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 Develop Team

 Tuckman’s Ladder, (Five

Stages)
 Forming
 People getting to know
one another
 Storming
 Speaking about issues on
the project
 Norming
 Coming to a solution to
issues
 Performing
 Doing the work
 Adjourning
 Team is release

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 Develop Team - ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental
Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Colocation
Virtual Teams
Communication Technology
Interpersonal and Team Skills
Recognition and Rewards
Training
Individual and Team Assessments
Meetings

OUTPUTS
Team Performance Assessments
Change Requests
Project Management Plan Updates
Project Documents Updates
Enterprise Environmental Factors
Updates
Organizational Process Assets
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Updates
 Develop Team - Tools
 Co-Location (Tight Matrix)
 Moving the entire team into one
physical location, War room
 Maybe temporary or long term
 Virtual teams
 Communications Technology
 The way the team communicates,
Email, phone, fax, text messages
 Interpersonal and Team Skills, (Soft
Skills)
 Anticipating the team needs,
acknowledging their concerns
 Conflict Management
 Influencing
 Motivation
 Negotiations
 Team building

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 Develop Team - Tools
 Training
 Ensuring all team members
get required training for the
project
 Meetings
 Individual and Team
Assessments
 Individual’s strengths and
weaknesses
 How does the team makes
decisions, resolves conflicts,
communicates, a builds trust
with each other

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 Develop Team - Tools
 Recognition and Rewards
 Rewarding good behavior, Only
desirable behavior should be
rewarded, used to increase morale
 Maslow’s hierarchy of needs
1. Physiological: The necessities to live:
air, water, food, clothing, and shelter.
2. Safety: People need safety and
security; this can include stability in
life, work, and culture.
3. Social: People are social creatures and
need love, approval, and friends.
4. Esteem: People strive for the respect,
appreciation, and approval of others.
5. Self-actualization: At the pinnacle of
needs, people seek personal growth,
knowledge, and fulfillment.
Self-
Actualization

Esteem

Social

Safety

Physiological

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 Develop Team - Tools
 Herzberg’s Theory of Motivation
 Hygiene agents (What factors influence
satisfaction at work) are expected by and
can only demotivate if they are not present.
Motivating agents provide opportunity to
exceed, and advance.
 McGregor’s Theory X and Y
 Theory X- is bad. These people need to be
watched all the time, micromanaged, and
distrusted, people avoid work,
responsibility, and have no ability to
achieve.
 Theory Y is good. These people are self-
led, motivated, and can accomplish new
tasks proactively.
 Theory Z
 Increased Loyalty at the workplace. Theory
emphasizes the well-being of the
employees, both at work and outside of
work, it encourages steady employment
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 Develop Team - Tools
 Expectancy Theory
 People behave based on what
they expect as a result of their
behavior.
 McClelland 3 need theory
 Achievement
 Power
 Affiliation
 Forms of Power
 Reward Power - Ability to give
rewards
 Expert Power - SME
 Legitimate(formal power)
 Referent- Respect /Personality of
the Manger
 Punishment- Punish associates
when they fail (least desirable)

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 Develop Team - Outputs

 Team Performance
Assessments
 Evaluation of the team
 Task-oriented or result-
oriented
 Improve team members skills
 Reduce staff turn over rate
 Increase team members
cohesiveness
 Additional training,
mentoring, coaching
assistance needed?

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 Manage Team

 Manage Team is the process

of tracing team member
performance, providing
feedback, resolving issues,
and managing team
changes.
 Team management involves
a combination of skills with
special emphasis on
communication, conflict
management, negotiation,
and leadership.

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 Manage Team - ITTO
INPUTS
Project Management Plan
Project Documents
Work Performance Reports
Team Performance Assessments
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Interpersonal and Team Skills
Project Management Information
System

OUTPUTS
Change Requests
Project Management Plan Updates
Project Documents Updates
Enterprise Environmental Factors
Updates

Project Management Processes, ©TIA Education Group. DO NOT SHARE.

 Manage Team - Tools
 Project Management Information System
(PMIS)
 Interpersonal and Team Skills
 Conflict Management
 Sources of Conflict
 Greatest project conflict occurs between
project managers and functional managers.
Disagreements over schedules, priorities, and
resources.
Conflict
Quick Example
Resolution
Problem
Let’s put our heads together, study the problem and
Solving
find the best solution. Win-Win
(confronting)
Bob’s got priority here, so we’ll go with his opinion
Forcing
on the solution. Win-Lose

Let’s take a little of both sides of the arguments and

Compromising
create a mixed solution. Lose-Lose

It’s really not that big of a problem. Can be

Smoothing
considered a Lose-Lose

I’m leaving. Do whatever solution works. The conflict

Withdrawal is not resolved and it is considered a Yield-Lose
solution

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 Manage Team - Tools
 Interpersonal and Team Skills
 Steps to follow:
 Define the cause of the problem (not just the
symptoms).
 Analyze the problem (cause-and-effect
diagram).
 Identify solutions.
 Implement the selected solution.
 Review the solution.
 Confirm that the solution solved the problem.
 Emotional Intelligence
 Manage the personal emotions of oneself, other
people and groups.
 Leadership
 Drive the project vision, and inspire high quality
work
 Influencing
 Excellent listening skills, being able to articulate
key details and positions
 Reach agreements
 Effective Decision Making
 Manage risk, develop team creativity, focus on
project goals and milestones, analyze all project
information

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 Manage Team - Output

 Change Request

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 Manage Communication

 Ensuring timely and suitable

gathering, creation,
distribution, storage,
retrieval, management, and
monitoring, of project
communications
 Follow the communication
management plan

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 Manage Communications -
ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental
Factors
Organizational Process
Assets

TOOLS AND TECHNIQUES

Communication Technology
Communication Methods
Communication Skills
Project Management Information
Systems
Project Reporting
Interpersonal and Team Skills
Meetings

OUTPUTS
Project Communications
Project Management Plan Updates
Project Documents Updates
Organizational Process Assets
Updates

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 Manage Communication -
Tools

 Communication Technology
 Communication Methods
 Communication Skills
Communication competence
 Feedback
 Nonverbal
 Presentations
 Project Reporting
 Collecting and distributing
project information

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 Manage Communication -
Tools

 Interpersonal and Team

Skills
 Active Listening
 Conflict Management
 Cultural Awareness
 Meeting Management
 Agendas
 Stay on Topic
 Minutes

 Networking
 Political Awareness

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 Manage Communication -
Output

 Project Communications
 Performance reports,
deliverables status,
baseline reporting

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 Implement Risk Responses

 Executes risk response

plans when risk has taken
place
 Minimizes the project
threats and maximizes the
project opportunities

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 Implement Risk Responses -
ITTO

Inputs
Project Management Plan
Project Documents
Organizational process assets

TOOLS AND TECHNIQUES

Expert Judgment
Interpersonal and Team Skills
Influencing
Project Management Information
System

OUTPUTS
Change Requests
Project Documents Updates

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 Conduct Procurements

 The process of obtaining a

seller response, selecting a
seller, and awarding a
contract.
 It selects a qualified seller
and implements the legal
agreement for delivery.

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 Conduct Procurements - ITTO

INPUTS
Project Management Plan
Project Documents
Procurement Documentation
Seller Proposals
Enterprise Environmental Factors
Organizational Process Assets

TOOLS & TECHNIQUES

Expert Judgment
Advertising
Bidder Conferences
Data Analysis
Interpersonal and Team Skills

OUTPUTS
Selected Sellers
Agreements
Change Requests
Project Management Plan Updates
Project Documents Updates
Organizational Process Assets Updates

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 Conduct Procurements -
Inputs
 Procurement Documentation
 Bid Documents
 Procurement Statement of Work
 Independent Cost Estimates
 Source Selection Criteria
 Seller Proposals

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 Conduct Procurements -
Tools
 Advertising
 Some contracts may be
required to be advertised,
i.e. Government
 Bidder Conference
(Contractor, Vendor, or Pre-
bid conferences)
 Meeting between buyer
and sellers
 Data Analysis
 Proposal evaluation
 Interpersonal and Team
Skills
 Negotiations

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 Conduct Procurements -
Outputs
 Selected Sellers
 Agreements

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 Manage Stakeholder
Engagement

 Communicating and working

with stakeholders to meet
their needs and expectations
 Addressing issues, and get
them involve

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 Manage Stakeholder
Engagement - ITTO
INPUTS
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Communication Skills
Feedback
Interpersonal and Team Skills
Ground Rules
Meetings

OUTPUTS
Change Requests
Project Management Plan Updates
Project Documents Updates

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 Manage Stakeholder
Engagement - Tools

 Grounds rules
 Defined in the team
charter for team
members and
stakeholders

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 Manage Stakeholder
Engagement - Output

 Change Requests

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Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
Monitor and Control
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Monitor and Control Project
Work

 Process of tracking, reviewing,

and recording the progress to
meet the performance defined in
the PM Plan.
 Ensures that the plan is working,
identifies any areas in which
changes to the plan are required,
and initiates the corresponding
changes
 Takes all the Work Performance
Information and creates the
Work Performance Reports.

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 Monitor and Control Project
Work - ITTO
INPUTS
Project Management Plan
Project Documents
Work Performance Information
Agreements
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Data Analysis
Decision making
Meetings

OUTPUTS
Work Performance Reports
Change Requests
Project Management Plan Updates
Project Documents Updates

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 Monitor and Control Project
Work - Inputs

 Work Performance
Information
 Status of the deliverables,
project forecasts, status of
change request

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 Monitor and Control Project
Work - Outputs
 Change request
 Work Performance Reports

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 Perform Integrated Change
Control
 Review all change requests;
approving changes and managing
changes to deliverables, project
documents, and the project
management plan
 Communicating the decisions.
 Process where you assess the change’s
impact on the project
 Any Stakeholder may request a change
 Should be submitted in written form
 Change Control Board – Group
responsible for reviewing, evaluating,
approving, deferring, or rejecting
changes to the project and for
recording and communicating such
decisions.
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 Perform Integrated Change
Control - ITTO
INPUTS
Project Management Plan
Project Documents
Risk Report
Work Performance Reports
Change Requests
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Change Control Tools
Data Analysis
Decision making
Meetings

OUTPUTS
Approved Change Requests
Project Management Plan Updates
Project Documents Updates

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 Perform Integrated Change
Control
 Process for making change
1. A stakeholder needs to identifies a need
for a Change request
2. A written change request is submitted it
to the Project Manager
3. The Project Manager assess the change
and looks for any other options for the
Change Request. Looks at the impact of
the change request
4. The Change request is submitted to the
Change Control Board
5. The Change request is either approved or
rejected by the Change Control Board
6. If approved, The PM will adjust the
Project Management Plan
• Then manage the project to the new
plan
7. If it is not approved, the team goes back
to the issue and develop a new change
request, repeat step 1

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 Perform Integrated Change
Control - Inputs

 Work Performance Reports

 Change requests

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 Perform Integrated Change
Control - Tools

 Change Control Tools

 To manage the change
requests, status, and resulting
decisions
 Update the Stakeholders with
current information

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 Perform Integrated Change
Control - Outputs

 Approved Change Requests

 Once the change control board
members approve a change
request, it will be implemented
in the Direct and Manage
Project Work process
 Project Document updates
 Change log

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Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Validate Scope
 Formalizing acceptance of the
completed project deliverables.
 The verified deliverables obtained
from the Control Quality process
are reviewed with the customer or
sponsor to ensure they are
completed satisfactorily and have
received formal acceptance of the
deliverables by the customer or
sponsor
 Done at the same time or
immediately after Quality Control
 Close Project or Phase may start
upon completion of this process
 Concerned with correctness of the
deliverable

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 Validate Scope - ITTO
INPUTS
Project Management Plan
Project Documents
Verified Deliverables
Work Performance Data

TOOLS AND TECHNIQUES

Inspection
Decision Making

OUTPUTS
Accepted Deliverables
Work Performance Information
Change Requests
Project Documents Updates

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 Validate Scope - Inputs

 Verified Deliverables (Created

during the Perform Quality
Control Process)

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 Validate Scope - Tools
 Inspection
The measuring, examining,
testing and verifying to
determine whether the work
and the deliverables have met
the requirements set forth in
the Scope Baseline, and you
have successful
product/result/service
acceptance.
 It can also be called a product
review, audit, walkthrough.
 Decision Making

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 Validate Scope - Outputs
 Accepted Deliverables
Deliverables that have met the
acceptance criteria, and that have
been signed off and approved by
the sponsor or the customer.
 Change Requests
 Deliverables that have not met the
acceptance criteria, are dealt with
via Perform Integrated Change
Control process. Product rework is
necessary to repair the defect.
 Work Performance Information
 Information about Project progress

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 Control Scope
 Process of monitoring the status
of the project and product
scope and managing changes to
the scope baseline.
 The uncontrolled expansion to
product or project scope
without adjustments to time,
cost, and resources is referred to
as scope creep.
 Determines if a scope change
has happened.
 When changes are made and
approved, the project baselines
will need to be adjusted to
reflect these changes

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 Control Scope - ITTO

INPUTS
Project Management Plan
Project Documents
Work Performance Data
Organizational Process Assets

TOOLS & TECHNIQUES

Data Analysis

OUTPUTS
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates
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 Control Scope Control - Tools

 Data Analysis
 Variance Analysis
Determining whether work being
perform has a degree of variance
as it relates to the scope baseline
 What is the cause of the variance,
how extensive is the variance
 Is corrective/preventative action
required
 Trend Analysis
 Performance of the scope over
time

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 Control Scope Control -
Outputs

 Work Performance
Information
 Planned vs. actual
performance
 Change Requests

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 Control Schedule
 Monitoring the status of the
project to update the project
schedule and managing changes
to the schedule baseline.
 The schedule baseline is
maintained throughout the
project.
 Compare the work results to the
plan to see if they line up
 What is the status of the project,
how did it reach this point?

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 Control Schedule - ITTO

INPUTS
Project Management Plan
Project Documents
Work Performance Data
Organizational Process Assets

TOOLS AND TECHNIQUES

Data Analysis
Critical Path Method
Project Management Information
System
Resource Optimization
Leads and Lags
Schedule Compression

OUTPUTS
Work Performance Information
Schedule Forecasts
Change Requests
Project Management Plan Update
Project Documents Updates

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 Control Schedule - Tools
 Data Analysis
 Performance Reviews
 Measuring actual start/finish dates
vs. planned start/finish dates
 If negative variance is in place, is
the project in jeopardy
 Earned Value Analysis
 Performance Reviews
 What-If Scenarios
 PMIS
 Critical Path Method
 Resource Optimization Techniques
 Leads and Lags
 Schedule Compression, (Fast Track
or Crash)

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 Control Schedule - Output

 Work Performance information

 Schedule Forecast
Based on Past performance
and expected future
performance
 Change Requests

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 Control Costs
 Monitoring the status of the project to
update the project costs and managing
changes to the cost baseline.
 Primarily Concern with cost variance
 Any increase to the authorized budget
can only be approved through the
Perform Integrated Change Control
process

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 Control Cost - ITTO

INPUTS
Project Management Plan
Project Documents
Project Funding Requirements
Work Performance Data
Organizational Process Assets

TOOLS & TECHNIQUES

Expert Judgment
Data Analysis
To-Complete Performance Index
Project Management Information System

OUTPUTS
Work Performance Information
Cost Forecasts
Change Requests
Project Management Plan Updates
Project Documents Updates

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 Control Costs - Tools
 Data Analysis(Formulas to be
covered in EVM Section)
 Earned Value Analysis
 Variance Analysis
 Trend Analysis
 Reserve Analysis
 To-Complete Performance
Index (TCPI)
 Formula to be covered in
EVM Section.
 PMIS

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 Control Costs Continue -
Outputs

 Work Performance Information

 Costs Forecasts
Uses the EAC (Estimate at
Completion) EVM formula.
 Change requests

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 Control Quality
 Assess performance and ensure the
project outputs are complete,
correct, and meet customer
expectations.
 Verifying that project deliverables
and work meet the requirements
specified by key stakeholders for
final acceptance.
 Each deliverable is inspected,
measured, and tested

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 Control Quality - ITTO
INPUTS
Project Management Plan
Project Documents
Approved Change Requests
Deliverables
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets

TOOLS & TECHNIQUES

Data Gathering
Data Analysis
Inspection
Testing/Product Evaluations
Data Representation
Meetings

OUTPUTS
Quality Control Measurements
Verified Deliverables
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates

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 Control Quality - Input
 Project Management Plan
Quality Management Plan
 Work Performance Data
 Approved Change Requests
 Deliverables
 Output from direct and
manage project work

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 Control Quality - Tools
 Data Gathering
 Checklists - ensures that all
components of the
deliverables are checked
correctly
 Check sheets - used to
keep a running total or tally
 Statistical Sampling
 Questionnaires and Surveys
 Inspection
 Inspections are often
referred to as audits, walk-
throughs or peer reviews.
Used to validate defect
repairs

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 Control Quality - Tools
 Testing/Product Evaluations
Before the project team or
manager can verify that a
deliverable has met all its
quality requirements they
would have to test these
deliverables extensively. E.g.
Unit testing, integration
testing.
 Data Representation
 Cause and Effect Diagrams
 Scatter Diagrams
 Histogram
 Pareto Diagrams

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 Control Quality - Tools

 Data Representation
 Control Chart
 will tell if a process is in
“control”
 identify the rule of seven

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 Control Quality - Output
 Quality Control Measurements
The results of the activities done in
the control quality processes to
determine if the quality standards
or policies were met
 Verified Deliverables
 An input to Validate Scope
 Needed for formal acceptance
 Work Performance Information
 Change Requests

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 Control Resources

 How to correctly manage

the physical resources on
the project as the project is
progressing
 This process does not look
at the HR resources which
was covered in the previous
process (manage team).
 project manager will have
to ensure that the physical
resources are being used
correctly and efficiently

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 Control Resources

INPUTS
Project Management Plan
Project Documents
Work Performance Data
Agreements
Organizational Process Assets

TOOLS AND TECHNIQUES

Data Analysis
Problem Solving
Interpersonal and Team Skills
Project Management Information
System

OUTPUTS
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates

Project Management Processes, ©TIA Education Group. DO NOT SHARE.

 Monitor Communication

 Ensuring the
communications
requirements of the project
and its stakeholders are met.
 Ensures that the
communications
management plan is being
followed

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 Monitor Communication -
ITTO

INPUTS
Project Management Plan
Project Documents
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Expert Judgment
Project Management Information Systems
Data Analysis
Interpersonal and Team Skills
Meetings

OUTPUTS
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates

Project Management Processes, ©TIA Education Group. DO NOT SHARE.

 Monitor Risks

 Monitoring the
implementation risk
response plans
 Tracking identified risks
to see if they change
 Identifying and analyzing
new risks
 Evaluating risk process
effectiveness throughout
the project.
 24/7/365

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 Monitor Risks - ITTO
INPUTS
Project Management Plan
Project Documents
Work Performance Data
Work Performance Reports

TOOLS AND TECHNIQUES

Data Analysis
Audits
Meetings

OUTPUTS
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates
Organizational Process Assets Updates

Project Management Processes, ©TIA Education Group. DO NOT SHARE.

 Control Procurements

 The process of managing

procurement relationships;
monitoring contract
performance and making
changes and corrections as
appropriate; and closing out
contracts.

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 Control Procurements –
ITTO’s
INPUTS
Project Management Plan
Project Documents
Agreements
Procurement Documentation
Approved Change Requests
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets

TOOLS & TECHNIQUES

Expert Judgment
Claims Administration
Data Analysis
Inspection
Audits

OUTPUT
Closed Procurements
Work Performance Information
Procurement Documentation Updates
Change Requests
Project Management Plan Updates
Project Documents Updates
Organizational Process Assets Updates

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 Control Procurements –Tools

 Inspections
 Audits
 Claims Administration
 How disputed changes can
be settled when the buyer
and the seller can not
reach and understanding
 Negotiation is the
preferred method

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 Control Procurements -
Outputs
 Closed Procurements
 The buyer, usually through
its authorized procurement
administrator, provides the
seller with formal written
notice that the contract has
been completed.

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 Monitor Stakeholder
Engagement
 Monitoring stakeholder
relationships
 Engaging stakeholders
through modification of
engagement strategies and
plans.
 Increases the efficiency and
effectiveness of stakeholder
engagement

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 Monitor Stakeholder
Engagement - ITTO

INPUTS
Project Management Plan
Project Documents
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets

TOOLS AND TECHNIQUES

Data Analysis
Decision Making
Data Representation
Communication Skills
Interpersonal and Team Skills
Meetings

OUTPUTS
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates

Project Management Processes, ©TIA Education Group. DO NOT SHARE.

Close Project or Phase
Page 22, PMI Process Group:
A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE
Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks
Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement
 Close Project or Phase
 Finalizing all activities for the project, phase, or
contract.
 Making certain that all documents and deliverables
are up-to-date and that all issues are resolved
 Confirming the delivery and formal acceptance of
deliverables by the customer
 Closing project accounts
 Reassigning personnel
 Confirming the formal acceptance of the seller’s
work and finalizing open claims
 Audit project success or failure
 Identify lessons learned, and archive project
information for future use by the organization.
 Transfer the project’s products, services, or results
to the next phase or to production and/or
operations
 Investigate and document the reasons for actions
taken if the project is terminated before
completion.

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 Close Project or Phase - ITTO
Inputs
Project Charter
Project Management Plan
Project Documents
Accepted Deliverables
Business Documents
Agreements
Procurement Documentation
Organizational Process Assets

Tools and Techniques

Expert Judgment
Data Analysis
Meetings

Outputs
Project Documents Updates
Final Product, Services, or Result
Transition
Final Report
Organizational Process Assets Updates

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 Close Project or Phase -
Inputs
 Project Management Plan
 Accepted Deliverables

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 Close Project or Phase -
Outputs

 Final Product service, or

result Transition
 The transition of the deliverable
to organization.
 Final report
 A summary of what took place in
the project
 How successful was the project?
 Any variations in the Baselines

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Agile Principles and
Mindset
DOMAIN I
What is Agile
¾Developed for Software projects, but it is a
methodology that can be used on all Projects types
¾Agile is an umbrella term that is used to refer to
different types of iterative development
¾Scrum is the most common method of agile, there
are others such as extreme programming (XP), lean
development, and Kanban.
Agile vs. Traditional Project Management

¾Agile builds in increments vs. as a whole

¾Agile does planning throughout vs. done all at
once
¾Agile delivers products over time vs. all at once
¾Customers sees value faster vs. at the end
¾Agile wants changes vs. discouraging changes
Agile Benefits
¾Customer involved throughout the life cycle
¾Greater Customer Interaction with all stakeholders
¾Constant Feedback is required to stay current and
successful
¾Greater Value up front
¾Change is welcomed by all stakeholders
Agile Concurrent Development
• Fund incrementally – opt to extend, redirect
or cancel at a very granular level
• Deliver & realize value steadily
• Validate designs with users & customers
• Continuously adapt to risk and change
• Integrate early & often
Agile Declaration of Interdependence (DOI)
Agile and adaptive approaches for linking people, projects and value
We are a community of project leaders that are highly successful at delivering
results. To achieve these results:
We increase return on investment by making continuous flow of value our
focus.
We deliver reliable results by engaging customers in frequent interactions and
shared ownership.
We expect uncertainty and manage for it through iterations, anticipation, and
adaptation.
We unleash creativity and innovation by recognizing that individuals are the
ultimate source of value, and creating an environment where they can make a
difference.
We boost performance through group accountability for results and shared
responsibility for team effectiveness.
We improve effectiveness and reliability through situationally specific
strategies, processes and practices.

©2005 David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Cockburn, Mike Cohn, Doug
DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent
McDonald, Pollyanna Pixton, Preston Smith and Robert Wysocki.
Agile Mindset
Welcoming change
Working in small value increments
Using build and feedback loops
Learning through discovery
Value -driven development
Failing fast with learning
Continuous delivery
Continuous improvement
Inverting the Triangle

Fixed
Time Cost
Scope
Agile

Traditional Scope

Time Cost

Variable
Agile Manifesto
Create in 2001
Contains:
ම 4 values
ම 12 guiding principles

https://agilemanifesto.org/
The Agile Manifesto Values
We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value:

Individuals & interactions over Processes & tools

Comprehensive
Working software over
documentation

Customer collaboration over Contract negotiation

Responding to change over Following a plan

That is, while there is value in the items on the right,

we value the items on the left more.
www.agilemanifesto.org
Individuals and interactions over processes and tools

¾While processes and tools will likely be necessary on

our projects, we should focus the team's attention on
the individuals and interactions involved.
¾Projects are undertaken by people, not tools
¾Problems get solved by people, not processes
¾Projects are ultimately about people
Working software over comprehensive documentation

¾Focus on the delivering value vs. paperwork.

¾Agile documents should be barely sufficient
¾Done just in time
¾Done just because
¾Delivering software that does what it should
comes first, before creating documentation.
¾Agile dramatically simplify the administrative
paperwork relating to time, cost, and scope control
Customer collaboration over contract negotiation

¾Be flexible and accommodating, instead of fixed

and uncooperative
¾Manage change, don’t suppress change
¾Shared definition of “done”
¾Requires trusting relationship
Responding to change over following a plan

¾Spend effort and energy responding to changes

¾Software projects tend to have high rates of
change
Agile Guiding Principles 1-3

1. Our highest priority is to satisfy the customer

through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
3. Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
Agile Guiding Principles 4-6
4. Business people and developers must work
together daily throughout the project.
5. Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
6. The most efficient and effective method of
conveying information to and within a
development team is face-to-face
conversation.
Agile Guiding Principles 7-9
7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable
development. The sponsors, developers)and
users should be able to maintain a constant
pace indefinitely.
9. Continuous attention to technical excellence
and good design enhances agility.
Agile Guiding Principles 10-12
10. Simplicity; the art of maximizing the amount of work
not done is essential.
11. The best architectures, requirements and designs
emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to
become more effective then tunes and adjusts its
behavior accordingly.
Agile Methods
¾Over 12 agile methodologies
¾Scrum
¾Extreme Programming (XP)
¾Kanban Development
¾Lean Software Development
Agile Terms
Product Owner - Designated person that represents the customer on the project

Agile Project Manager/Scrum Master – Manages the agile project

Product Backlog - Project requirements from the stakeholders

Sprint Planning Meeting- Meeting done by the agile team to determine what features will be done in the next sprint

Sprint Backlog – Work the team selects to get done in the next sprint

Sprint - A short iteration where the project teams work to complete the work in the sprint backlog, (1-4 weeks typical)

Daily Stand Up Meeting - A quick meeting each day to discuss project statuses, led by the Scrum Master. Usually 15 minutes

Sprint Review – An inspection done at the end of the sprint by the customers

Retrospective – Meeting done to determine what went wrong during the sprint and what when right. Lesson learned for the sprint.

Partial Completed Product - Customers Demo the product and provides feedback. This feedback adjust the next Sprint priorities

Release - Several Sprints worth of work directed to operations for possible rollout and testing

Sprint = Iteration
Agile Process

Product Sprint Sprint

Customers/Product Planning
Sprint/Iteration
Ownwer Backlog Backlog
Meeting

Potentially Sprint Sprint Review

Shippable Product REtrospective Meeting
Increment
Scrum
Set of team guidance practices, roles, events, artifacts,
and rules
Based on three pillars of Transparency, Inspection, and
Adaptation:
ම Transparency
ම Visibility to those responsible for the outcome
ම Inspection
ම Timely checks on how well a project is progressing toward goals
ම Looks for problematic deviations or differences from goals
ම Adaptation
ම Adjusting a process to minimize further issues if an inspection shows a
problem or undesirable trend
Scrum Roles & Responsibilities
Product Owner
ම Owns Product vision
ම Defines features, decides on release date and content
ම Responsible for market success
ම Prioritizes features according to market value
ම Can change features and priorities every Sprint

ScrumMaster
ම Responsible for facilitating process
ම Focuses Team and protects them from external
interruption
ම Looks for ways to enhance productivity
ම Assists Product Owner in leveraging Scrum
Scrum Roles & Responsibilities
Development Team
ම Small group containing all necessary project
skills
ම Focuses on steady delivery of high quality
features
ම Generates options for delivery
ම Manages own work within Sprints
Scrum Activities
The Scrum methodology refers to several different
types of activities:
1. sprint planning meeting
2. sprints
ම Daily stand-up meeting

3. sprint review meeting

4. sprint retrospectives.
Sprint Planning Meeting
9Used to determine what work will be done in that
sprint and how the work will be achieved.
9The development team predicts what can be
delivered based on estimates, projected capacity, and
past performance to define the sprint goal.
9The development team then determines how this
functionality will be built and how the team will
organize to deliver the sprint goal.
9Output of this will be the sprint backlog. The work to
get done in the next sprint.
Sprints
9A sprint is a timeboxed (time-limited) iteration of
1-4 weeks to build a potentially releasable product
9Each sprint includes a sprint planning meeting,
daily Scrum, the actual work, a sprint review
meeting, and the sprint retrospective
9During the sprint, no changes are made that
would affect the sprint
9The development team members are kept the
same throughout the sprint
Daily Scrum (or Standup)
9A 15-minute time-boxed activity for the
Development Team to synchronize activities
and create a plan for the next 24 hours
9Should be held at the same time and place
each day
9Each team member should answer 3
questions:
1. What did you do yesterday?
2. What will you do today?
3. Are there any impediments in your way?
Sprint Review
9Takes place at the end of the Sprint
9Designed to gather feedback from
stakeholders on what the Team has completed
in the sprint
9Team demonstrates work that was completed
during the sprint
9To create a conversation between
the Team and the stakeholders about how to
make the product better
9should be time boxed to no more than an
hour per week of Sprint
Sprint Retrospective
9Opportunity for the Team to inspect and
create a plan for improvements to be done
during the next Sprint.
9Team discusses:
9What went well
9What went wrong
9What to do more of
9What to do less of
Scrum Artifacts
9Product increment
9Part of the product that is complete after each
sprint

9Product Backlog
9Prioritized list of valuable items to deliver

9Sprint Backlog
9List of committed items to be addressed within
Sprint
Product Backlog
9Prioritized list of all work that needs to be done
to complete the product
9List is dynamics, it evolves as the more work is
added and prioritized
9Items in it is prioritized by the product owner
and is sorted by value
9Most valuable items are listed first
9Constantly being refined as more work is added
to it.
9Team and product owner will “groom the
backlog”.
Product Increment

9Part of the product that is done after

each sprint
9Done to get feedback after each
sprint
9The product owner and team needs
to agree upon the “definition of done”
before the team starts working on the
product
Sprint Backlog
9The sprint backlog is the set of items
from the product backlog that were
selected for a specific sprint.
9The sprint backlog is accompanied by
a plan of how to achieve the sprint
goal, so it serves as the development
team's forecast for the functionality
that will be part of the sprint.
9It is a highly visible view of the work
being undertaken and may only be
updated by the development team.
Definition of Done (DoD)
Definition of Done (DoD) is a shared
understanding of what it means when work is
considered done, it should be defined at the
beginning of the project, and it applies
globally to the project.
Definition of Done (DoD) is a crucial element
of a successful scrum software development
Might include things such as:
ම DoD for Unit & functional tests.
ම DoD Documentation.
ම DoD for a Writing code.
Extreme Programming (XP)

Software development centric agile method

Focus software development good practices
Scrum at the project management level focuses on
prioritizing work and getting feedback
XP Core Values
Simplicity
ම Reduce complexity, extra features, and waste
ම “ Find the simplest thing that could possibly work"

Communication
ම Team members know what is expected of them
and what other people are working on
ම Daily stand-up meeting is key communication
component

Feedback
ම Get impressions of correctness early
ම Failing fast allows for faster improvement
XP Core Values
Courage
ම Allow our work to be entirely visible to others

Respect
ම People work together as a team and everyone is
accountable for the success or failure of the project
ම Recognize people work differently and respect those
differences
XP Roles
Coach
ම Acts as a mentor, guiding the process and helping the
team stay on track. Is a facilitator helping the team
become effective.
Customer:
ම Business representative who provides the requirements,
priorities, and drives the business direction for the
project.
Programmers
ම Developers who build the product. Writes the codes.
Testers
ම Helps the customer define and write the acceptance tests
for the user stories.
Product Owner and Customer are equivalent
ScrumMaster and Coach are equivalent
XP Practices
Planning Activities (Games):
ම Release Planning:
ම Push of new functionality all the way to the production user
ම Customer outlines the functionality required
ම Developers estimate difficult build
ම Iteration Planning:
ම Short development cycles within a release (Scrum calls
"sprints”)
ම Conducted at start of every iteration, or every two weeks
ම Customer explains functionality they would like in iteration
ම Developers break functionality into tasks and estimate work
ම Based on estimates and amount of work accomplished in
previous iteration,
XP Practices
Small Releases:
ම Frequent, small releases to test environments
ම Demonstrate progress and increase visibility for the customer
ම Quality is maintained: Rigorous testing or Continuous integration

Customer Tests:
ම Customer describes one or more tests to show software is working
ම Team builds automated tests to prove software is working.

Collective Code Ownership:

ම Any pair of developers can improve or amend any code
ම Multiple people work on all code, which results in increased visibility
and knowledge of code base
ම Leads to a higher level of quality; with more people looking at the
code, there is a greater chance defects will be discovered.
ම Less risk if programmer leaves, since knowledge is shared
XP Practices
Code Standards:
ම Follow consistent coding standard
ම Code looks as if it has been written by a single,
knowledgeable programmer

Sustainable Pace:
ම While periods of overtime might be necessary, repeated
long hours of work are unsustainable and
counterproductive
ම The practice of maintaining a sustainable pace of
development optimizes the delivery of long-term value
XP Practices
Metaphor:
ම XP uses metaphors and similes to explain designs and
create a shared technical vision.
ම These descriptions establish comparisons that all the
stakeholders can understand to help explain how the
system should work.
ම For example, “The invoicing module is like an Accounts
receivable personnel who makes sure money collected
from our customers”.
Continuous Integration:
ම Integration involves bringing the code together and
making sure it all compiles and works together.
ම This practice is critical, because it brings problems to
the surface before more code is built on top of faulty
or incompatible designs.
XP Practices
Test -Driven Development (TDD):
ම The team writes tests prior to developing the new
code.
ම If the tests are working correctly, the initial code that
is entered will fail the tests
ම The code will pass the test once it is written correctly.

Pair Programming:
ම In XP, production code is written by two developers
working as a pair to write and provide real-time
reviews of the software as it emerges.
ම Working in pairs also helps spread knowledge about
the system through the team.
XP Practices
Simple Design:
ම Code is always testable, browsable, understandable, and
explainable
ම Do the simplest thing that could possibly work next. Complex
design is replaced with simpler design
ම The best architectures, requirements, and designs emerge
from self-organizing teams
Refactoring:
ම Remove redundancy, eliminate unused functionality, and
rejuvenate obsolete designs
ම Refactoring throughout the entire project life cycle saves
time and increases quality
ම Code is kept clean and concise so it is easier to understand,
modify, and extend
Some Basic Terminology Review
Extreme
Scrum Definition
Programming (XP)
Fixed-length period of time
Sprint Iteration
(timebox)
Release Small Release Release to production
Sprint/Release
Planning Game Agile planning meetings
Planning
Business representative to
Product Owner Customer
project
Retrospective Reflection “Lessons learned”-style meeting

ScrumMaster Coach Agile project manager

Development Empowered Cross-Functional
Team
Team team
Daily Scrum Daily Standup Brief daily status meeting
Lean Software Development
Lean was started by Toyota as manufacturing method that
was applied to software development.
Principles:
ම Using visual management tools
ම Identifying customer-defined value
ම Building in learning and continuous improvement
Lean Software Development

Eliminate
Waste

Amplify Empower
Learning the team

Lean
Defer Deliver
Decisions Fast

Optimize
Build
the
Quality In
Whole
Lean Software Development
Eliminate waste:
ම To maximize value, we must minimize waste. For software systems, waste can take the form of
partially done work, delays, handoffs, unnecessary features.

Empower the team:

ම Rather than taking a micro-management approach, we should respect team member’s superior
knowledge of the technical steps required on the project and let them

Deliver fast:
ම Quickly delivering valuable software and iterating through designs.

Optimize the whole:

ම We aim to see the system as more than the sum of its parts.
Lean Software Development
Build quality in:
ම Build quality into the product and continually assure quality throughout the
development process

Defer decisions:
ම Balance early planning with making decisions and committing to things as late as
possible.

Amplify learning:
ම This concept involves facilitating communication early and often, getting feedback as
soon as possible, and building on what we learn.
Seven Wastes of Lean
1. Partially done work
2. Extra Processes
3. Extra features
4. Task switching
5. Waiting
6. Motion
7. Defects
Kanban Development
Kanban development is derived from the lean production system used at
Toyota.

"Kanban" is a Japanese word meaning "signboard."

Items In Progress Testing Done

6 cards 4 cards
Kanban five core principles:
Visualize the workflow:
ම Software projects, by definition, manipulate knowledge, which is intangible and invisible.

Limit WIP:
ම Keeping the amount of work in progress low increases the visibility of issues and
bottlenecks

Manage flow:
ම By tracking the flow of work through a system, issues can be identified and changes can
be measured for effectiveness

Make process policies explicit:

ම It is important to clearly explain how things work so the team can have open discussions
about improvements

Improve collaboration:
ම Through scientific measurement and experimentation, the team should collectively own
and improve the processes it uses.
Kanban Limit Work in Progress

https://herdingcats.typepad.com/my_weblog/2014/08/the-
use-and-misuse-of-littles-law.html
Other agile methods
Feature-Driven Development
ම Team will first develop an overall model for
the product then build a list, and plan the
work.

Dynamic Systems Development

ම One of the first agile methods and follows
eight principles.

Crystal
ම It’s a customized methodologies that are
coded by color names.
Leading Effectively
Tap into people’s intrinsic motivations
ම Discover why team members want to do something and
what motivates and then align that to the project goals

Management vs Leadership
ම Management Æ Mechanical Focus
ම Leadership Æ Humanistic Focus (on people and purpose)

Management Focus Leadership Focus

Task/things People
Control Empowerment
Command Communication
Leading Effectively
Servant Leadership
ම Leader provides what the team needs
1. Shield team from interruptions
2. Remove impediments to progress
3. (Re)Communicate project vision
4. Carry food and water
Twelve Principles for Leading Agile Projects
1. Learn the team members needs
2. Learn the project requirements
3. Act for the simultaneous welfare of the
team and the project
4. Create an environment of functional
accountability
5. Have a vision of the completed project
6. Use the project vision to drive your own
behavior

©2002 Jeffery Pinto, Project Leadership from Theory to Practice

Twelve Principles for Leading Agile Projects
7. Serve as the central figure in successful
project team development
8. Recognize team conflict as a positive step
9. Manage with an eye toward ethics
10. Remember that ethics is not an
afterthought, but an integral part of our
thinking
11. Take time to reflect on the project
12. Develop the trick of thinking backwards
Leadership Tools and Techniques
Using these tools still need soft-skills
approach
Modeling Desired Behavior
ම Honesty
ම Forward-Looking
ම Competent
ම Inspiring
Communicating project vision
Enabling others to act
ම Switch from exclusive tools to inclusive tools
Being willing to change the status quo
Leadership Task
Practice Transparency through Visualization
Crate a safe environment for
experimentation
Experiment with new techniques and
processes
Share knowledge through collaboration
Encourage emergent leadership vis a safe
environment
Value-Driven Delivery
Value-Driven Delivery
Projects undertaken to generate business value
ම Produce Benefit
ම Improve Service
ම Market Demand
ම Safety Compliance
ම Regulatory Compliance
Early Value Delivery
Agile promote early and often delivery
Aim to deliver highest value early in project
ම Deliver as many high-value components as soon
as possible
ම Reduces risk
ම Stakeholder satisfaction Î Project success
ම Shows understanding of stakeholders’ needs
ම Stakeholders are engaged
ම Builds confidence of stakeholders in team
Reduce Waste
Minimize Waste, E.g:
ම Partially done work
ම Extra processes
ම Extra features
ම Waiting
ම Defects
Assessing Value - Financial Metrics
Return on investment (ROI)
ම The ratio of the benefits received from an
investment to the money invested. Usually a
percentage

Internal rate of return (IRR)

ම Interest rate you will need to get in today’s
money to receive a certain amount of money
in the future

Present Value/Net Present value (NPV)

ම Value of future money in today’s terms
Assessing Value - Financial Metrics
Earned Value Management
ම Formulas that monitor the value of the
project as its progressing.
Accounting on Agile Projects
Refers to how the different economic
models of agile works
Agile accounting is different than
traditional accounting
Agile looks to deliver value as quickly as
possible
Uses minimal viable product (MVP)
This leads to more opportunity for
incremental funding
Key Performance Indicators (KPI’s)
Uses as a way to measure the project progress
ම Rate of progress: How much points has been
completed
ම Remaining work: How much work is yet to be
done from the backlog
ම Likely completion date
ම Likely Cost remaining
Regulatory Compliance
Mandated requirements usually by
government agencies
Must be implement into the project work as
regular development work
Doing it after the project work is done
Risk Management
Risk is closely related to value
Considered as anti-value
Usually has the potential to remove,
erode or reduce value with threats
Managing Risks Process

Quantitative Qualitative Plan Risk Implement Monitor and

Plan Risk
Identify Risks Risk
Management Risk Analysis Risk Analysis Responses Control Risks
Responses

Traditional Risk Management Approach

Tools to Manage Risk
Risk-adjusted backlog
Risk burndown chart
 Planning Value – Value Based Prioritization
How Customers Conduct Value Prioritization
Valued based prioritization is the one of core
practices in agile planning
Features are prioritized on the basis of business
value, risk and dependencies
Some of prioritization techniques used:
ම Simple Scheme
ම MoSCoW prioritization
ම Monopoly Money
ම 100-point method
ම Dot Voting or Multi-voting
ම Kano Analysis
ම Requirements Prioritization Model

2
Prioritization Techniques
Simple Scheme
ම Priority 1, Priority 2, Priority 3, etc.
ම Could be problematic as many items
might become the first priority.

MoSCoW prioritization
ම Must have
ම Should have
ම Could have
ම Would like to have, but not this time
Prioritization Techniques
Dot Voting or Multi-voting
ම Each person gets a certain number of
dots to distribute to the requirements

Monopoly Money
ම Give everyone equal monopoly money
ම They then distribute the funds to what
they value the most

100-point method
ම Each person is given 100 points
ම They then use that to distribute to
individual requirements
Prioritization Techniques
Kano Analysis
ම Helps to understand the customers
satisfaction
ම Delighters/Exciters
ම Satisfiers
ම Dissatisfiers
ම Indifferent

https://foldingburritos.com/kano-model/
Prioritization / Ranking is Relative
Doesn’t matter what techniques the customers
uses priority, the end results should be a list of
prioritized features.
Delivering Value Incrementally
Incremental delivery is about deploying
working parts of a product over the life of the
project
In software development, its first delivered
to a testing environment then to production
This will reduce the amount of rework by
discovering issues early and fixing them
Delivering Value Incrementally

http://www.agilemodeling.com/essays/costOfChange.htm
Minimal Viable Product (MVP)
Refers to a set of functionality that is
complete to be useful, but small
enough not to be an entire project
Usually a module in a software
Tools for Agile Projects
Low-tech, high-touch over computer models
When using computer models problems
could arise such as:
ම Data accuracy perception increases
ම No stakeholder interaction. Only a few people
would update them
Low-Tech, High-Touch Tools
Use card, charts, whiteboards, and
walls
Promotes communication and
collaboration
Skip using a computer Gantt chart to a
Kanban board
Kanban/Task Board
An "information radiator" - ensures efficient
diffusion of information
Can be drawn on a whiteboard or even a section of
wall
Makes iteration backlog visible
Serves as a focal point for the daily meeting

Items In Progress Testing Done

6 cards 4 cards
Limit WIP (Work in Progress)
Includes work that has been started but
not completed yet
Represents money spent with no return
Hides process bottlenecks that slow the
processes
Represents risk in form of potential risk
Agile processes aim to Limit and
optimize WIP
Optimal WIP makes processes efficient
Cumulative Flow Diagrams (CFD’s)
Stack graphs that show how work is
progressing
700

600

500

400
Ready
Dev
300
Test

200 Deployed

100

0
Cumulative Flow Diagrams (CFD’s)
Bottlenecks and Theory of Constraints
Cumulative Flow Diagrams (CFD’s)
Bottlenecks and Theory of Constraints

Widening area
activity

Bottleneck
Activity
Agile Contracting
Agile’ s flexibility creates difficulty in outlining
contract acceptance criteria
ම Agile attempts to fix resources and time (cost)
and vary functionality

“Customer collaboration over contract

negotiation”
ම Close cooperation
ම Active participation
ම Timely and often feedback

Money for nothing and change for free

Agile Contracting
Graduated Fixed Price Contract
ම Buyer / Seller share in risks and rewards
ම Different hourly rates based on:
ම Finish early, Finish on time, Finish late

Fixed Price Work Packages

ම Mitigate risks of under/over estimating
Verifying and Validating Value
“Gulf of Evaluation”
ම What one person describes is often different from
how another interprets
Frequent Verification and Validation
Resolve problems as soon as possible
Don’t let little problems grow over time
Stakeholder
Engagement
DOMAIN 3
Stakeholder Stewardship
Looking after everyone involved on the
project
Ensuring everyone has everything they
need to compete the project successfully
Starts with identifying the stakeholders
Educating People about Agile
Teach all the stakeholders about the benefits of
agile
Concerns about agile can Include:
ම Senior management and sponsor: They are
worried about the risk of failing
ම Managers: fear the loss of control
ම Project team: resist agile methods
ම Users: will not get all features
Engaging Stakeholders
Short iterations and release keeps them engage
Keeping then engage can lead to stakeholders
being more involved and getting more change
request
This helps us to identify risk and issues early
If some stakeholders are causing problems, the
agile PM will need to use their interpersonal skills
to resolve issues
Need to have a process for escalating
stakeholders issues
Why such a big focus on stakeholders?
ම Projects and done by people for people
Methods of Stakeholder Engagement
Get the right stakeholders
Cement stakeholder involvement
Actively manage stakeholder interest
Frequently discuss what done looks like
Show progress and capabilities
Candidly discuss estimates and projections
Set a Shared Vision
Important to ensure customers and agile
project team has the same vision
Methods include:
ම Agile Charter
ම Definition of “Done”
ම Agile Modeling
ම Use case diagram
ම Data models
ම Screen design
ම Wireframes
ම Personas
Agile Chartering
High-level (uses the W5H)
Agreement
Authority to proceed
Focuses on how project will be conducted
ම Allows for flexibility and ability to deal with change

Project specific processes outlined

May use project Tweet – Describes project goal
in 140 Characters or less.
Definition of “Done”
Creating a shared vision of what done looks
like
Should be done for:
ම User stories
ම Releases
ම Final project deliverables
Agile Modeling
Different modeling techniques that are
used to help establish the shared vision
Should be lightweight or “barely
sufficient”
Agile Modeling
ම Use case diagrams
ම Visually shows how users would use an application

https://en.wikipedia.org/wiki/Use_case_diagram
Agile Modeling
ම Data models
ම How the data are structured in tables and their
relationships

http://www.agiledata.org/essays/dataModeling101.html
Agile Modeling
ම Screen designs
ම Simple screen shots

http://agilemodeling.com/artifacts/uiPrototype.htm
Wireframes
Wireframes
ම Quick mock-up of product
ම “low-fidelity prototyping”
ම Clarify what “done” looks like
ම Validate approach prior to execution
Personas
Personas
ම Quick guides or reminders of key stakeholders and interests
ම Provide description of users
ම Be grounded in reality
ම Be goal-oriented, specific, and relevant
ම Be tangible and actionable
ම Generate focus
ම Help team focus on valuable features to users
Personas
Name: Andrew Jones– Certified Accountant

Value:
Andrew would like to ensure all
company bills are paid on time
while using online auto payments.
Description:
Andrew has been an Accountant He would like to ensure customers
for over 10 years and has worked are reminded automatically of
at many large accounting firms. outstanding balances.

He likes to be organized and get He is looking to print the

his work done on time. receivables and payable reports
on a weekly basics to check on
bills and invoices.
Communicating with Stakeholders
Face to face communication
Two-way communication
Knowledge sharing
Information Radiators
Social Media
Face-to-face Communication
Face to face communication

http://www.agilemodeling.com/essays/communication.htm
Communicating with Stakeholders
Two-way communication
ම Just don’t ask for confirmation or concerns, but
actually listen to what they have to say

Knowledge sharing
ම Agile teams work closely with each other such
as with pair-programming.
ම Using Kanban boards or wireframes are ways to
share information
ම Use of low-tech tools like a whiteboard will
allow all to see the work and understand it
ම We must encourage it
Communicating with Stakeholders
Information Radiators
ම Things that are highly visible
ම Used to display information
ම Usually includes chats, graphs and boards

Social Media
ම Use to communicate
ම Can include twitter or Instagram
Green Zone/Red Zone
Red Zone:
ම Blames others for everything
ම Responds defensively
ම Feels threatened
ම Triggers defensiveness
ම Doesn’t let go or forgive
ම Uses shame and blame
ම Focus on short-term advantage
ම Doesn’t seek or value feedback
ම Sees conflict as a battle and only seeks to win
ම Communicates high level of disapproval
ම Sees others as the problem or enemy
ම Does not listen effectively
Green Zone/Red Zone
Green Zone:
ම Take responsibility
ම Seeks to respond nondefensively
ම Is not easily threatened psychologically
ම Attempts to build success
ම Uses persuasion rather than force
ම Thinks both short and long term
ම Welcomes feedback
ම Sees conflict as a natural part of life
ම Seeks excellence rather than victory
ම Listens well
Using Workshops
Meeting when work gets done
Retrospectives are a type of workshops
Ways to make them more effective:
ම Diverse groups has a larger perspective
ම Use methods such as round-robin to ensure no
one dominates
ම Try to get everyone to participate in the first
few minutes

User story workshops are where we write the

user stories and keep stakeholders engage
Brainstorming
Brainstorming
ම Quite Writing
ම Give people about 5 minutes to write down their ideas
ම Round-Robin
ම Pass a token around to ensure everyone will speak
ම Free-for-all
ම People shout out their taught. May only work in a
supportive environment
Collaboration Games
Remember the future
Prune the product tree
Speedboat(Sailboat)
Remember the future
Ask stakeholders to imagine that an upcoming
release was successfully and to look back
Gets a better understanding of how a
stakeholder would define success
Outlines how we can accomplish that success for
them
Prune the Product Tree
Draw a tree and ask stakeholders to add their
features to it
Use stick notes to have them place new features
on the tree
Group the features on the trunk
Features that are depending on other features
would be higher up the tree
Lets everyone understand the priorities of
development
Speedboat(Sailboat)
Draw a waterline and a boat moving
Explain the boat is moving toward the goals of
the project
Ask them to use sticky notes to show what can
make the boat move (wind) and what can stop
it (anchors)
Allows stakeholders to identify threats and
opportunities
Using Critical Soft Skills
Emotional intelligence
Negotiation
Active Listening
Facilitation
Conflict Resolution
Participatory Decision Models
Emotional intelligence
Our skill to identify, assess, and influence the
emotions of ourselves and others around us
We need to recognize our own feeling
Then we can learn how to response to others
and how they feel
Understand how we take care of ourselves
will impact other around us
As an agile PM we have to know when team
members are stuck, angry, or frustrated
Negotiation
This happens all throughout the project
Good negotiation will allow everyone to
investigate the options and trade-offs
Most effective when interactions between
people are positive and there are room for
give and take
Active Listening
Level 1: Internal – how is it going to affect me
Level 2: Focused – put ourselves in the mind
of the speaker
Level 3: Global – builds on level with body
language
Facilitation
Run effective meeting and workshops.
Have the following:
ම Goals
ම Rules
ම Timing
ම Assisting
Conflict Resolution
All projects will have conflicts
While some level of conflicts are good, we
need to ensure they don’t become a “world
war” where people are trying to destroy
each other
Levels of conflict(1-5):
ම Level 1: Problem to solve – sharing info
ම Level 2: Disagreement – Personal Protection
ම Level 3: Contest – Must win
ම Level 4: Crusade – Protecting one’s group
ම Level 5: World War – Must destroy the other
Participatory Decision Models
Engage stakeholder in decision making process
ම Simple voting
ම Vote “for” or “against” it
ම Thumps up/down/sideways
ම People hold their thumps in a way of if the support it or not. Sideway is
if they cannot make up their mind
ම Fist of five
ම People how up finger based on they support the idea
ම 1 finger: total support – 5 finger: Stop against it
Team Performance
People Over Processes
Projects are done by people, not tools
ම Agile manifesto: “Individuals and Interactions
over processes and tools”

Focus on the people side of the project

Projects are more about people management
than tools management
People Over Processes
COCOMO
ම Constructive Cost Model
ම To determine correlation between project input
variables and final cost to use to estimate future
projects
ම People factors has a score of 33…11 times more
significant than tools and processes
COCOMO II

Schedule Constraints 1

Project Precedence 1

Design reuse 1

Tools and Process 3

Computer 4

Product 10

People 33

0 5 10 15 20 25 30 35
Development/Delivery Team
Group that build and test the increments of
the product
ම Build product in increments
ම Update information radiators
ම Self organize and directing
ම Share progress by doing daily stand-up
meetings
ම Write acceptance tests
ම Demo the completed product increments
ම Holds retrospectives at the end of sprints
ම Does release and sprint planning and
estimations
Product Owner/Customer
Prioritizing the product features
Manage the product backlog ensuing its
accurate and up to date
Ensures the team has a shared
understanding of the backlog items
Defines the acceptance criteria
Provides the due dates for the releases
Attends planning meeting, reviews, and the
retrospective.
Agile Project Manager (ScrumMaster/Coach)
Act as a servant leader
Help the team self-organize and direct
themselves
Be a facilitator
Ensure the team plan is visible and the
progress is known to the stakeholders
Act as a mentor and coach
Work with the product owner to manage
the product backlog
Facilitates meeting
Ensure issues are solved
Building Teams
Self-Organizing
Self-Directing
Small teams with fewer than 12 members
Generalizing Specialists
Have members that can do different
tasks
Members skilled in more than one area
Share work reduce bottleneck
High-Performance Agile Teams
Have a shared vision
Realist goals
Fewer than 12 members
Have a sense of team identity
Provide strong leadership
Experiments (Have a safe place)
Establish safe environment for disagreement
Allows team members to build strong commitment
to decisions
Encourage people to experiments with new methods
Leads to more engagement
Welcome Constructive Disagreement
Leads to better buy-in and decisions
Avoiding conflicts can lead to conflicts
escalating
A safe place for disagreement leads to
successful problem solving
Models of team development
Shu-Ha-Ri Model of Skill Mastery
ම Shu- Obey,
ම Ha – Moving away,
ම Ri – finding individual paths

Dreyfus Model of Adult Skill Acquisition

ම Novice, Advanced Beginner, Competent, Proficient,
Expert
Tuckman’s Five Stages of Team Development
1. Forming: team comes together and starts to
get to know each other. There is not much
conflict or communication.
2. Storming: team members start to have
conflicts with each other. They start to learn of
each other’s ideas and may not agree with
them. Most conflicts takes place in this stage.
3. Norming: the team members begin to agree
with each other on the best methods to build
the deliverables. Generally, everyone is coming
to a consensus.
4. Performing: the team is performing well and is
working without conflict.
5. Adjourning: In this stage, the project is
completed and the team is reassigned.
Adaptive Leadership
Concept of adapting how we lead team based on
specific circumstances and how mature team is in
formation

Forming Directing
Storming Coaching
Norming Supporting
Performing Delegating
Adjourning
Training, Coaching, and Mentoring
Training
ම Teaching of skills or knowledge
Coaching
ම Process that helps a person develop and
improve their skills
Mentoring
ම More of a professional relationship that
can fix issues on an as-needed basis
Help team stay on track, overcome
issues, and continually improve skills
Individual level
Whole-team level
Team Spaces
Co-located Teams
Team Spaces
Osmotic Communication
Global and Cultural Diversity
Distributed teams
Co-Located Teams
All team member work together in the same
location
Allows for face-to-face time and interaction
Should be within 33 feet of each other
No physical barriers
Sometimes a virtual co-location
Team Space
Lots of low-tech, high touch
ම Whiteboards and task boards
ම Sticky notes, flip charts
ම Round table
ම No barriers to face-to-face communication
Caves and Common
ම Caves Æ space team members can retreat to individually
ම Common Æ space team members can work as group

Osmotic Communication
ම Information flows that occur as part of everyday conversations and
questions
ම 33 feet or 10 meters

Tacit Knowledge
ම Information that is not written down; supported through collective
group knowledge
Global and Cultural Diversity
Time Zones
Cultures
Native Languages
Styles of communications
Distributed Teams
At least one team member working off-site
Need to find ways to replicate co -location
team benefits
Agile Tools
ම Low-Tech, High-Touch Tools
ම Digital Tools for distribute teams
ම Video conferencing
ම Interactive whiteboards
ම IM / VoIP
ම Virtual card walls
ම Web cams
ම Digital cams
Tracking Team Performance
Burn Charts
ම Burnup
ම Burndown

Velocity Charts
Burnup Chart

Work that has been done

Burndown Chart
Burndown Chart

Work that remains to be done

Velocity Charts
25

20

15

10

0
1 2 3 4 5 6 7 8 9 10 11 12

Iterations

Show how the team is performing

Velocity Charts
If a team has complete 3 iterations with the
average velocity of 18 points per iteration, how
many iterations would it take to complete 250
points of work?
=250/18 = About 14 more iterations.
Adaptive Planning
Adaptive Planning
Planning is ongoing process
Multiple mechanisms to proactively update plan
Focus on value delivery and minimize nonvalue-
adding work
Uncertainty drives need to replan
Frequently discover issues and experience high
rates of change
Agile Plans
Agile planning varies from traditional
planning
1. Trial and demonstration uncover true
requirements, which then require
replanning
2. Agile planning is less of an upfront
effort, and instead is done more
throughout the project
3. Midcourse adjustments are the norm
Principles of Agile Planning
1. Plan at multiple levels
2. Engage the team and the customer in planning
3. Manage expectations by frequently demonstrating progress
4. Tailor processes to the project’s characteristics
5. Update the plan based on the project priorities
6. Ensure encompassing estimates that account for risk,
distractions, and team availability
7. Use appropriate estimate ranges to reflect the level of
uncertainty in the estimate
8. Base projections on completion rates
9. Factor in diversion and outside work
Progressive Elaboration
Adding more detail as information emerges
Includes:
ම Plans
ම Estimates
ම Designs
ම Test scenarios

Rolling wave planning: Planning at multiple

points in time as data becomes available
Value-Base Analysis and Decomposition
Assessing and prioritizing the business
value of work items, and then plan
accordingly.
Consider payback frequency and
dependencies
Value -Based Decomposition
ම Breaks down requirements and prioritized them
ම Design the product box
Design the Product Box
“Coarse-Grained” Requirements
Keep Requirements “coarse” then
progressively refine them
Helps keeps the overall design
balanced
Delays decision on implementation
until the “last responsible moment”
Timeboxing
Short, fixed-duration periods of time in which
activities or work are undertaken
ම If work is not completed within time period,
move it to another timebox

Daily Stand-up – 15 minutes

Retrospectives – 2 hours
Sprints – 1-4 weeks
Beware of Parkinson’s Law
ම Work tends to expand to fill the time given
Agile Estimation
Knowledge of agile estimation theory & ability to perform
simple agile estimating techniques
Why do we estimate?
ම Determining which pieces of work can be done within a release
or iteration
How are estimates created?
ම By progressing through the stages planning.
How should estimates be stated?
ම Should be started in ranges
When do we estimate?
ම Throughout the project. More detail in the later parts of the
project
Who estimates?
ම Team members will do their own estimates
Ideal Time
Refers to the time it would take to complete
a given task assuming zero interruptions or
unplanned problems
Decomposing Requirements
User Stories
User Stories / Backlogs
• Business functionality within a feature that involves
1-3 days of work.
• Acts as agreement between customers and
development team
• Every requirement is user story
• Every story, including technical stories, has value
• Common structure of a user story

As a <user type>
I <want to/need, etc.> goal
So that <value>
User Story Example
“As an payroll clerk, I want to be able to view a report
of all payroll taxes, so that I can pay them on time”
“As a sales person, I want to be able to see a current
list of leads, so that I can call them back quickly”
“As student of this course, I want to be able to
understand the requirements of the exam, so that I
know if I qualify for it or not”
Three C’s of Stories
Have users write the stories on index
cards
No details, it’s used to help conversate
3 Cs:
ම Card
ම Conversation
ම Confirmation
User Stories - INVEST
Effective user stories should be “INVEST”
Independent
ම Should be independent so it can reprioritize
Negotiable
ම Should allow for trade-off’s based on cost and function
Valuable
ම Should clearly state the value of it
Estimatable
ම Should be able to estimate how long to complete
Small
ම Stories should be between 4-40 hours of work
Testable
ම Should be testable to ensure it will be accepted once
competed
User Story Backlog (Product Backlog)
Prioritize Requirements
Refining (Grooming) Backlog
ම Keeping the backlog updated and accurately prioritized
Relative Sizing and Story Points
Absolute estimates are difficult for humans to
make
Estimates should be relative
Assign points to each story using a relative
numbers
Fibonacci Sequence

https://en.wikipedia.org/wiki/Fibonacci_number

Fibonacci Sequence: 1, 2, 3, 5, 8, 13, 21

Guidelines for Using Story Points
Team should own the definition of their story
points
Story point estimates should be all-inclusive
Point sizes should be relative
Complexity, work effort, and risk should all be
included in the estimate
Affinity Estimating and T-Shirt Sizing
Affinity Estimating
ම Group estimates into categories or collections

T-Shirt Sizing
ම Place stories in sizes of t-shirts
Wideband Delphi
Wideband Delphi
ම Group-based estimation approach
ම Panel of experts, anonymously

It’s used to prevent:

ම Bandwagon effect
ම HIPPO decision making (HIghest-Paid Person's Opinion)
ම Groupthink
Planning Poker
Advantages of Wideband Delphi
Fast, collaborative process
Uses cards with Fibonacci sequence
Story Maps
High-level planning tool
Stakeholders map out what the
project priorities early in the
planning
Serves as the “product roadmap”
Shows when features will be
delivered and what is included in
each release
Product Roadmap
Shows when features will be delivered
and what is included in each release
Can convert the story map into a
product roadmap
Types of Iterations
Iteration 0
ම Set the stage for development efforts
ම Doesn’t build anything

Development Iteration
ම Build the product increment

Iteration H (hardening sprint or release)

ම Done at the end to clean up codes or producing
documentation

Iteration Dev Dev Dev Dev Iteration

0 Iteration Iteration Iteration Iteration H
Spikes
ම Architectural spike
ම Period of time dedicated to proof of concept
ම Risk-Based Spike
ම Team investigate to reduce or eliminate risk
Iteration Planning
Meeting run by the delivery team.
Discuss the user stories in the backlog
Select the user stories for the iteration
Define the acceptance criteria
Break down the user stories into task
Estimate the task
Release Planning
Meeting with all stakeholders to determined
which stories will be done in which iterations
for the upcoming release.
Selecting the user stories for the release
ම Using Velocity – points per iteration

Slicing the stories

ම Breaking down stories that are too large to be
completed in 1 iteration
Problem Detection and
Resolution
Understand How Problems Happen
All projects will have problems
As a project is progressing the agile PM
should expect issues to happen
Over time issues can delay or change a
project objectives
Cost of Change
Over time the cost of change will increase
Cost of Change
Technical Debt
Backlog of work caused by not doing
regular cleanup
If not done will lead the increase cost of
development and make it harder to
implement changes
Refactoring is the solution
Failure Modes
Why do people Fail:
1. Making mistakes
2. Preferring to fail conservatively
3. Inventing rather than researching
4. Being creatures of habit
5. Being inconsistent
Success Modes
Why do we succeed:
1. Being good at looking around
2. Being able to learn
3. Being malleable
4. Taking pride in work
Success Strategies
Balance discipline with tolerance
Start with something concrete and tangible
Copy and alter
Watch and listen
Support both concentration and communication
Match work assignment with the person
Retain the best talent
Use rewards that preserve joy and combine
rewards
Get feedback
Lead Time and Cycle Time
Lead/Cycle time
ම Lead time: how long something takes to go through
the entire process
ම Cycle time: how long something takes to go through a
part of the process. Part of lead time.

Cycle Time
ම Measure of how long it takes to get things done
ම Closely related to work in progress (WIP)
ම Excessive WIP is associated with several problems
ම Represents money invested with no return on investment yet
ම Hides bottlenecks in processes & masks efficiency issues
ම Represents risk in form of potential rework
Cycle Time
Long cycle times lead to increased amounts of WIP

ܹ‫ܲܫ‬
‫= ݁݉݅ܶ ݈݁ܿݕܥ‬
݄ܶ‫ݐݑ݌݄݃ݑ݋ݎ‬

Throughput: Amount of work that can done in a time period

Cycle Time Question
What would be the cycle time of feature A, if
it requires 60 points of work and the team
can complete 5 points per day?
=60/5 points per day = 12 days.
Defects
Longer defects are left, more
expensive to fix
More work may have been built on top
of bad design, resulting in more work
to be undone
Later in development cycle, more
stakeholders impacted by defect and
more expensive to fix
Escaped Defects
ම Defects that make it to the customer
Variance and Trend Analysis
Variance measure of how far apart things
are (or vary)
Trend Analysis measure that provides insight
into future issues
ම Lagging Metrics provides information on
something that has already happened
ම Leading Metrics provides information on is or
is about to occur
Control Limits
Help diagnose issues before issue occurs
Provide guidelines to operate within
Risk
Risk Adjusted Backlog
ම Adjusting the backlog for risk
ම Done after risk response

Expected Monetary Value = Impact($) x

Probability(%)
Risk Severity
ම Risk Probability x Risk Impact
ම Uses a scale of numbers (E.g 1-5)
Risk
Risk Burndown Graphs
Solving Problems
Problem Solving as continuous improvement
Engage the team
Some problems can’t be solved
Why Engaging the Team?
Team usually produces the best practical
solutions
Benefits
ම Get consensus from all members
ම Gets a broad knowledge base
ම Solutions are practical
ම When ask people work hard to produce
good ideas
ම Asking someone for help shows confidence

Usage and Cautions

ම Solve real problems
ම Poor team cohesion
ම Team and project changes
ම Follow-Through
Continuous
Improvement
Kaizen
Kaizen is a process for continuous improvement
name after the Japanese word
Focus on the team to implement small incremental
improvement
Usually follows the Plan-Do-Check-Act (PDCA) cycle
by Edwards Deming
PDCA

Act Plan

Check Do
Agile Cycle

Plan

Learn Develop

Evaluate
Process Analysis
Review and diagnose issues
Look for tailoring possibilities
Process Tailoring
Amend methodology to better fit project
environment
Change things for good reason, not just for
sake of change
Develop a hybrid
Value Stream Map
Optimize the flow of information or
materials to complete a process
Reduce waste (waiting times) or
unnecessary work
Steps to creating:
ම Identify the product or service
ම Create a value stream map
ම Review to find waste
ම Create a new map with the desire
improvement
ම Develop a roadmap to implement the fixes
ම Plan to revisit it again
Value Stream Map Example

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Pre-Mortems
Team meeting that looks at possible
things that can cause failure during a
project before they take place
Steps include:
ම Think what the failures might be
ම Create a list of reasons that can cause the
failures
ම Review the project plan to determine
what can be done to reduce or remove
the reasons for failure
Retrospectives
Special meeting that takes place after
each iteration
Inspect and improve methods and team
work
Offers immediate value
Should have a 2 hour time limit
Retrospectives Stages
About 2 Hours for a typical retrospective
1. Set Stage – 6 Minutes
2. Gather Data – 40 Minutes
3. Generate Insights – 25 Minutes
4. Decide What to Do – 20 Minutes
5. Close Retrospective – 20 Minutes
1. Set the Stage
Start of the retrospective
Help people to get focus
Encourage participation to ensure everyone start
talking early
Outlining the approach and topics for discussion
Get people in mood for contributing information
Activities include:
ම Check-In
ම Focus On/Focus Off
ම ESVP
ම People identify if they are an explorer, shopper, vacationer, or
Prisoner
2. Gather Data
Create a picture of what happened during the
sprint
Start to collect information to be used for
improvement
Activities:
ම Timeline
ම Triple Nickels: break the team into 5 groups to spend
5 minutes collecting 5 ideas, 5 time
ම Mad, Sad, Glad: what where the team emotion as
the sprint was taking place
3. Generate Insights
Analyze the data
Helps to understand what was found
Activities Include:
ම Brainstorming
ම Five Whys: asking why five times
ම Fishbone analysis
ම Prioritize with dots: use a dot voting technique
Fishbone Analysis

Work/Famaily Exam

Distraction from studying Anxiety

Cold/Hot exam room

Too much work

Run out of time

Fail PMP Exam

Lack of
Lack of

Wrong material
4. Decide what to do
Decide what to do about the problems that was
found
How can we improve for the next iteration
Activates include:
ම Short Subjects
ම Smart Goals
Short Subjects
Team decides what actions to take in
the next iteration:
ම Start doing
ම Stop doing
ම Do more of
ම Do less of
SMART Goals
Team sets goals that are SMART:
ම Specific
ම Measurable
ම Attainable
ම Relevant
ම Timely
5. Close the Retrospective
Opportunity to reflect on what
happened during the retrospective
Activities include:
ම Plus/Delta: make two column of what
the team will do more of and what to
do less of
Team Self-Assessments
Uses to evaluate the team as a hold
Things to evaluate can include:
ම Self-organization
ම Empowered to make decisions
ම Belief in vision and success
ම Committed team
ම Trust each other
ම Constructive disagreement
Hybrid Projects
•Uses a combination of traditional
(waterfall) methods with agile.
•Can be implement in a number of different
ways.
Definable vs. High
Uncertainty
•Project work can range from definable to
high uncertainty
•Definable:
• Clear procedures
• Proved successful on similar projects
• Car production or electrical appliance

•Uncertainty:
• Not-done-before
• High rates of change, complexity and risk
• Software Development, designing a house
Characteristics of four life cycles

Agile leverage
both aspect of
Iterative and
incremental

PMI Agile Practice Guide, Page 18 table 3.1

Hybrid Method 1

Agile Development followed by a predicative rollout

Hybrid Method 2

Combined Agile and Predictive Approach Used Simultaneously

Hybrid Method 3
Agile Agile
Predictive Predictive Predictive

Predominantly Predictive Approach with some agile

Hybrid Method 4

Agile Agile Agile

Predictive Predictive

Predominantly Agile Approach with some Predictive

Hybrid Method
•Hybrid life cycle as Fit-For-Purpose
• Based on project risk

•Use a combination of any methods to

deliver value
Mixing Agile Approaches
• Agile frameworks are not customized for a
team
• Teams may tailor agile practice to deliver
value
• Teams may develop their own special blend
of agile
Professional Responsibility and
Ethics
Truth
 Always tell the truth no matter the outcome
 Telling the truth can be a very hard thing to do,
because it could cause you to lose your job.
Laws
 Follow the laws of the country you are in
 A national law can be tough on a project, but must be followed
 Always stay respectful of another country’s culture or customs
Gifts and Donations
 Gifts and donations are not to be accepted unless it is a
custom or a law of the country
 While getting a gift at the start or end of a project may sound
good, but it can cause you to lose your integrity if you decide to
receive the gift
Conflicts of Interest
 Conflicts of interest must be reported to higher management
 No need to stop the project work
Permission
 If you feel you might need to get permission to use
something, get it, or don’t use it.
 Don’t use copyright works without permission
PMI
 Any misrepresentation of PMI must be reported to PMI
 Any time you feel that someone is doing something that could
harm PMI, then you need to report him/her to PMI
Domain 1: People
Task 1: Manage conflict
•Interpret the source and stage of the conflict
•Analyze the context for the conflict
•Evaluate/recommend/reconcile the
appropriate conflict resolution solution
Domain 1: People
Task 2: Lead a team
•Set a clear vision and mission
•Support diversity and inclusion (e.g., behavior types,
thought process)
•Value servant leadership (e.g., relate the tenets of
servant leadership to the team)
•Determine an appropriate leadership style (e.g.,
directive, collaborative)
•Inspire, motivate, and influence team
members/stakeholders (e.g., team contract, social
contract, reward system)
•Analyze team members and stakeholders’ influence
•Distinguish various options to lead various team
members and stakeholders
Domain 1: People
Task 3: Support team performance
•Appraise team member performance against key
performance indicators
•Support and recognize team member growth and
development
•Determine appropriate feedback approach
•Verify performance improvements
Domain 1: People
Task 4: Empower team members and
stakeholders
•Organize around team strengths
•Support team task accountability
•Evaluate demonstration of task accountability
•Determine and bestow level(s) of decision-making
authority
Domain 1: People
Task 5: Ensure team
members/stakeholders are adequately
trained
•Determine required competencies and elements
of training
•Determine training options based on training
needs
•Allocate resources for training
•Measure training outcomes
Domain 1: People
Task 6: Build a team
•Appraise stakeholder skills
•Deduce project resource requirements
•Continuously assess and refresh team skills to
meet project needs
•Maintain team and knowledge transfer
Domain 1: People
Task 7: Address and remove impediments,
obstacles, and blockers for the team
Determine critical impediments, obstacles, and
blockers for the team
Prioritize critical impediments, obstacles, and
blockers for the team
Use network to implement solutions to remove
impediments, obstacles, and blockers for the team
Re-assess continually to ensure impediments,
obstacles, and blockers for the team are being
addressed
Domain 1: People
Task 8: Negotiate project agreements
•Analyze the bounds of the negotiations for
agreement
•Assess priorities and determine ultimate
objective(s)
•Verify objective(s) of the project agreement is
met
•Participate in agreement negotiations
•Determine a negotiation strategy
Domain 1: People
Task 9: Collaborate with stakeholders
•Evaluate engagement needs for stakeholders
•Optimize alignment between stakeholder needs,
expectations, and project objectives
•Build trust and influence stakeholders to
accomplish project objectives
Domain 1: People
Task 10: Build shared understanding
•Break down situation to identify the root cause of
a misunderstanding
•Survey all necessary parties to reach consensus
•Support outcome of parties' agreement
•Investigate potential misunderstandings
Domain 1: People
Task 11: Engage and support virtual
teams
•Examine virtual team member needs (e.g.,
environment, geography, culture, global, etc.)
•Investigate alternatives (e.g., communication
tools, colocation) for virtual team member
engagement
•Implement options for virtual team member
engagement
•Continually evaluate effectiveness of virtual team
member engagement
Domain 1: People
Task 12: Define team ground rules
•Communicate organizational principles with team
and external stakeholders
•Establish an environment that fosters adherence
to the ground rules
•Manage and rectify ground rule violations
Domain 1: People
Task 13: Mentor relevant stakeholders
•Allocate the time to mentoring
•Recognize and act on mentoring opportunities
Domain 1: People
Task 14: Promote team performance
through the application of emotional
intelligence
•Assess behavior through the use of personality
indicators
•Analyze personality indicators and adjust to the
emotional needs of key project stakeholders
Domain 2: Process
Task 1: Execute project with the urgency
required to deliver business value
•Assess opportunities to deliver value
incrementally
•Examine the business value throughout the
project
•Support the team to subdivide project tasks as
necessary to find the minimum viable product
Domain 2: Process
Task 2: Manage communications
•Analyze communication needs of all stakeholders
•Determine communication methods, channels,
frequency, and level of detail for all stakeholders
•Communicate project information and updates
effectively
•Confirm communication is understood and
feedback is received
Domain 2: Process
Task 3: Assess and manage risks
•Determine risk management options
•Iteratively assess and prioritize risks
Domain 2: Process
Task 4: Engage stakeholders
•Analyze stakeholders (e.g., power interest grid,
influence, impact)
•Categorize stakeholders
•Engage stakeholders by category
•Develop, execute, and validate a strategy for
stakeholder engagement
Domain 2: Process
Task 5: Plan and manage budget and
resources
•Estimate budgetary needs based on the scope of
the project and lessons learned from past projects
•Anticipate future budget challenges
•Monitor budget variations and work with
governance process to adjust as necessary
•Plan and manage resources
Domain 2: Process
Task 6: Plan and manage schedule
•Estimate project tasks (milestones, dependencies,
story points)
•Utilize benchmarks and historical data
•Prepare schedule based on methodology
•Measure ongoing progress based on methodology
•Modify schedule, as needed, based on
methodology
•Coordinate with other projects and other
operations
Domain 2: Process
Task 7: Plan and manage quality of
products/deliverables
•Determine quality standard required for project
deliverables
•Recommend options for improvement based on
quality gaps
•Continually survey project deliverable quality
Domain 2: Process
Task 8: Plan and manage scope
•Determine and prioritize requirements
•Break down scope (e.g., WBS, backlog)
•Monitor and validate scope
Domain 2: Process
Task 9: Integrate project planning
activities
•Consolidate the project/phase plans
•Assess consolidated project plans for
dependencies, gaps, and continued business
value
•Analyze the data collected
•Collect and analyze data to make informed project
decisions
•Determine critical information requirements
Domain 2: Process
Task 10: Manage project changes
•Anticipate and embrace the need for change (e.g.,
follow change management practices)
•Determine strategy to handle change
•Execute change management strategy according
to the methodology
•Determine a change response to move the project
forward
Domain 2: Process
Task 11: Plan and manage procurement
•Define resource requirements and needs
•Communicate resource requirements
•Manage suppliers/contracts
•Plan and manage procurement strategy
•Develop a delivery solution
Domain 2: Process
Task 12: Manage project artifacts
•Determine the requirements (what, when, where,
who, etc.) for managing the project artifacts
•Validate that the project information is kept up to
date (i.e., version control) and accessible to all
stakeholders
•Continually assess the effectiveness of the
management of the project artifacts
Domain 2: Process
Task 13: Determine appropriate project
methodology/methods and practices
•Assess project needs, complexity, and magnitude
•Recommend project execution strategy (e.g.,
contracting, finance)
•Recommend a project methodology/approach
(i.e., predictive, agile, hybrid)
•Use iterative, incremental practices throughout
the project life cycle (e.g., lessons learned,
stakeholder engagement, risk)
Domain 2: Process
Task 14: Establish project governance
structure
•Determine appropriate governance for a project
(e.g., replicate organizational governance)
•Define escalation paths and thresholds
Domain 2: Process
Task 15: Manage project issues
•Recognize when a risk becomes an issue
•Attack the issue with the optimal action to
achieve project success
•Collaborate with relevant stakeholders on the
approach to resolve the issues
Domain 2: Process
Task 16: Ensure knowledge transfer for
project continuity
•Discuss project responsibilities within team
•Outline expectations for working environment
•Confirm approach for knowledge transfers
Domain 2: Process
Task 17: Plan and manage project/phase
closure or transitions
•Determine criteria to successfully close the
project or phase
•Validate readiness for transition (e.g., to
operations team or next phase)
•Conclude activities to close out project or phase
(e.g., final lessons learned, retrospective,
procurement, financials, resources)
Domain 3: Business Environment
Task 1: Plan and manage project compliance
•Confirm project compliance requirements (e.g.,
security, health and safety, regulatory compliance)
•Classify compliance categories
•Determine potential threats to compliance
•Use methods to support compliance
•Analyze the consequences of noncompliance
•Determine necessary approach and action to
address compliance needs (e.g., risk, legal)
•Measure the extent to which the project is in
compliance
Domain 3: Business Environment
Task 2: Evaluate and deliver project
benefits and value
•Investigate that benefits are identified
•Document agreement on ownership for ongoing
benefit realization
•Verify measurement system is in place to track
benefits
•Evaluate delivery options to demonstrate value
•Appraise stakeholders of value gain progress
Domain 3: Business Environment
Task 3: Evaluate and address external
business environment changes for impact on
scope
•Survey changes to external business environment
(e.g., regulations, technology, geopolitical, market)
•Assess and prioritize impact on project
scope/backlog based on changes in external
business environment
•Recommend options for scope/backlog changes
(e.g., schedule, cost changes)
•Continually review external business environment
for impacts on project scope/backlog
Domain 3: Business Environment
Task 4: Support organizational change
•Assess organizational culture
•Evaluate impact of organizational change to
project and determine required actions
•Evaluate impact of the project to the organization
and determine required actions
The Traditional PM Mindset Part 1
 Identification and analysis of stakeholders is
something that is done throughout the project not
just at the beginning.
 Always follow a plan and never allow changes to the
plan without an approved change request.
 Any stakeholder that wants to change any
component of the project management plan will
need to submit a change request.
 All change requests will need to be reviewed and
assessed.
 Never take actions without first creating a plan.
 Consult with the project team before making
decisions, as they will have a more practical
approach.
The Traditional PM Mindset Part 2
 Your final decision should always benefit the
objectives of the project. For example, if there are
conflicting methods on how to complete a particular
task, then choose the method that would deliver the
most value to the project outcome.
 Try to use tools that are inclusive such as a
whiteboard with a marker versus complex software.
 All scope changes should be assessed on how it will
impact all other parts of the project including
schedule, cost, quality, resources, communications,
risk, procurement, and stakeholders engagement.
 When conducting estimating uses a bottom-up
approach and not a top-down. This will lead to more
correct estimates but will require more work.
The Traditional PM Mindset Part 3
 Your main job is to be an integrator of the many
different components within a project. Do not
concentrate your time and efforts on one particular
thing while ignoring others.
 Update the lesson learned register throughout the
entire project. This way it can be transferred to
future projects in the organization.
 When closing the project ensure all bills are paid off
and resources are released.
 Projects that are terminated early still needs to be
close formally through the close project or phase
process.
The Traditional PM Mindset Part 4
 The best people to break down work is the project
team.
 The best people to determine when a particular
activity may happen is also the project team.
 Quality requirements should be defined early in the
project and be checked often to ensure they’re
getting done.
 The customers are the best people to check a
deliverable for scope conference and quality
requirements being met as they are the ones that
will actually use the product.
The Traditional PM Mindset Part 5
 Before resolving a conflict between team members be
sure to understand the source of the conflict.
 Conflicts between team member should always be
resolved for the benefits of the project objectives not to
satisfy one member over another.
 Before communications are sent out to stakeholders,
ensure to analyze their needs and determine what
they’re looking for, how often, what method they would
like it to be delivered, and who will deliver it to them.
 Utilize the skills of emotional intelligence to analyze
your own feelings and those around you to respond to
stakeholders needs and requirements. Emotional
intelligence allows you to solve problems quicker and
more effectively.
The Traditional PM Mindset Part 6
 Identify as much risk as possible as early as possible on a
project. All identified risks should be documented in the risk
register along with their corresponding risk responses.
 A negative risk is known as a threat while positive risk is known
as an opportunity. Ensure to identify and document responses
to both.
 When selecting a contract to use on a project with potential
sellers, always use a contract that is mutually beneficial to both
the seller and the buyer to the overall benefits of the project
objectives.
 Engage stakeholder often and regularly. Use things such as
meetings, one-on-one conversations, phone calls, and
presentations to engage them.
 When engaging your stakeholders ensure they understand the
communications that they are receiving. Tailor your
communications to individual stakeholder needs.
The Agile PM Mindset Part 1
 Be a servant leader to the team at all times. This
includes empowering them and removing any
impediments. Give them the tools they need to
succeed while staying out of their way.
 Engage the product owner to document the features
and to prioritize them in the product backlog.
 Only the product owner can prioritize the features in
the product backlog. If the product owner refuses to
do so because they feel all of them are valuable,
then you must train them on the benefits of doing
so. DO NOT prioritize the features yourself, this is the
job of the product owner.
The Agile PM Mindset Part 2
 Use a co-location
 Face-to-face communications with a white board and
markers are the best form of communications.
 Provide agile teams with lots wall space so they can
write on them and use sticky notes.
The Agile PM Mindset Part 3
 Information should always be radiated through the
use of large charts and graphs, such as the use of a
burnup or burned down chart.
 Any problem that occurs on a project should be
resolved by the project team. Always let the project
team choose a solution while coaching and
supporting their solutions.
 Provide a safe environment for disagreements. Do
not punish anyone for having a difference of opinion.
Understand that conflicts is a positive step and an
opportunity to learn.
The Agile PM Mindset Part 4
 Try to limit the work in progress through the use of
the Kanban. Kanban boards should be displayed
either on a large whiteboard or less desirable large
monitor.
 Consistently communicate and re-communicate the
project vision to the team.
 Understand the needs of your team members and
find out what may motivate them
The Agile PM Mindset Part 5
 Make sure people understand what failure and
success will look like on the project.
 Be a central figure to the team, not a dictator.
 Have good ethical values
The Agile PM Mindset Part 6
 Review the methods work was completed by doing a
retrospective
 Utilize feedback loops. Feedback loops occurs when
you’ve completed the task and then take what
you’ve learned from that and input the lessons
learned into your next task.
PMP
®

Project Management Professional (PMP) ®

Examination Content Outline – January 2021

Project Management Institute

Project Management Professional (PMP)®

Examination Content Outline

For January 2021 Exam Update

May 2020
Published by: Project Management Institute, Inc.
14 Campus Boulevard
Newtown Square, Pennsylvania 19073-3299 USA.
Phone: +610-356-4600
Fax: +610-356-4647
Email: [email protected]
Internet: PMI.org

©2019 Project Management Institute, Inc. All rights reserved.

"PMI," the PMI logo, "PMP," the PMP logo, "PMBOK," "PgMP,” “Project Management Journal," "PM Network,"
and the PMI Today logo are registered marks of Project Management Institute, Inc. The Quarter Globe Design is
a trademark of the Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI
Legal Department.
 TABLE OF CONTENTS

Introduction ................................................................................................................... 1

Exam Content Outline …………………………………………………………………….... 2

Domains, Tasks, and Enablers ..................................................................................... 3

Domain I: People .......................................................................................................... 4

Domain II: Process ....................................................................................................... 7

Domain III: Business Environment .............................................................................. 10

 INTRODUCTION
The Project Management Institute (PMI) offers a professional certification for project managers, known as
the Project Management Professional (PMP)®. PMI’s professional certification examination development
processes stand apart from other project management certification examination development practices.
PMI aligns its process with certification industry best practices, such as those found in the Standards for
Educational and Psychological Testing. The PMP® certification is also accredited against the internationally
recognized ISO 17024 standard.1
A key component of this process is that organizations wishing to offer valid and reliable professional
credentialing examinations are directed to use a Role Delineation Study (RDS) or Job Task Analysis (JTA)
as the basis for the creation of the examination. This process utilizes knowledge and task-driven guidelines
to assess the practitioner’s competence, and determine the levels of salience, criticality, and frequency of
each of the knowledge, tasks and skills required to perform to the industry-wide standard in the role of a
project manager.
In this year’s update to the PMP, PMI conducted a Global Practice Analysis market research study, which
produced a number of trends in the profession previously unaddressed in the PMP exam. These trends
were used as inputs into the Job Task Analysis and ensure the validity and relevance of the PMP
examination. Validation assures the outcome of the exam is, in fact, measuring and evaluating
appropriately the specific knowledge and skills required to function as a project management practitioner.
Thus, the Job Task Analysis guarantees that each examination validly measures all elements of the project
management profession in terms of real settings.
PMP certification holders can be confident that their professional certification has been developed
according to the best practices of test development and based upon input from the practitioners who
establish those standards.
The PMP examination is a vital part of the activities leading to earning a professional certification, thus it
is imperative that the PMP examination reflect accurately the practices of the project management
practitioner. All the questions on the examination have been written and extensively reviewed by qualified
PMP certification holders and tracked to at least two academic references. These questions are mapped
against the PMP Examination Content Outline to ensure that an appropriate number of questions are in
place for a valid examination.
PMI retained Alpine Testing Solutions to develop the global PMP Examination Content Outline. Alpine
Testing Solutions provides psychometric, test development, and credential management solutions to
credentialing and educational programs.
Finally, there are noticeable differences between this updated PMP Examination Content Outline and A
Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. While there are
some commonalities, it is important to note that the volunteer taskforce involved in the study described
previously were not bound by the PMBOK® Guide. The taskforce members were charged with outlining
critical job tasks of individuals who lead and direct projects based on their experience and pertinent
resources.

1
Published jointly by the American Education Research Association, National Council on Measurement in Education, and
American Psychological Association. The PMP certification is also accredited by the American National Standards Institute
(ANSI) against the internationally recognized ISO/IEC 17024 standard: Conformity Assessment—General Requirements for
Bodies Operating Certification of Persons.

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
1
 EXAM CONTENT OUTLINE

The following table identifies the proportion of questions from each domain that will appear on the
examination.

Domain Percentage of Items on Test

I. People 42%

II. Process 50%

III. Business Environment 8%

Total 100%

Important note: The research conducted through the Job Task Analysis validated that today’s project
management practitioners work in a variety of project environments and utilize different project approaches.
Accordingly, the PMP certification will be reflective of this and will incorporate approaches across the value
delivery spectrum. About half of the examination will represent predictive project management
approaches and the other half will represent agile or hybrid approaches. Predictive, agile, and hybrid
approaches will be found throughout the three domain areas listed above and are not isolated to any
particular domain or task.

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
2
 DOMAINS, TASKS, AND ENABLERS

In this document you will find an updated structure for the PMP Examination Content Outline. Based on
feedback from customers and stakeholders, we have worked on simplifying the format so that the PMP
Examination Content Outline is easier to understand and interpret.
On the following pages you will find the domains, tasks, and enablers as defined by the Role Delineation
Study.
 Domain: Defined as the high-level knowledge area that is essential to the practice of project
management.
 Tasks: The underlying responsibilities of the project manager within each domain area.
 Enablers: Illustrative examples of the work associated with the task. Please note that enablers are
not meant to be an exhaustive list but rather offer a few examples to help demonstrate what the
task encompasses.

Following is an example of the new task structure:

Task statement Manage conflict

 Interpret the source and stage of the conflict

Enablers  Analyze the context for the conflict
 Evaluate/recommend/reconcile the appropriate conflict resolution solution

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PMI PMP Examination Content Outline – June 2019
3
Domain I People—42%

Task 1 Manage conflict

 Interpret the source and stage of the conflict
 Analyze the context for the conflict
 Evaluate/recommend/reconcile the appropriate conflict resolution solution

Task 2 Lead a team

 Set a clear vision and mission
 Support diversity and inclusion (e.g., behavior types, thought process)
 Value servant leadership (e.g., relate the tenets of servant leadership to the team)
 Determine an appropriate leadership style (e.g., directive, collaborative)
 Inspire, motivate, and influence team members/stakeholders (e.g., team contract,
social contract, reward system)
 Analyze team members and stakeholders’ influence
 Distinguish various options to lead various team members and stakeholders

Task 3 Support team performance

 Appraise team member performance against key performance indicators
 Support and recognize team member growth and development
 Determine appropriate feedback approach
 Verify performance improvements

Task 4 Empower team members and stakeholders

 Organize around team strengths
 Support team task accountability
 Evaluate demonstration of task accountability
 Determine and bestow level(s) of decision-making authority

Task 5 Ensure team members/stakeholders are adequately trained

 Determine required competencies and elements of training
 Determine training options based on training needs
 Allocate resources for training
 Measure training outcomes

Task 6 Build a team

 Appraise stakeholder skills
 Deduce project resource requirements
 Continuously assess and refresh team skills to meet project needs
 Maintain team and knowledge transfer

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PMI PMP Examination Content Outline – June 2019
4
Task 7 Address and remove impediments, obstacles, and blockers for the team
 Determine critical impediments, obstacles, and blockers for the team
 Prioritize critical impediments, obstacles, and blockers for the team
 Use network to implement solutions to remove impediments, obstacles, and
blockers for the team
 Re-assess continually to ensure impediments, obstacles, and blockers for the team
are being addressed

Task 8 Negotiate project agreements

 Analyze the bounds of the negotiations for agreement
 Assess priorities and determine ultimate objective(s)
 Verify objective(s) of the project agreement is met
 Participate in agreement negotiations
 Determine a negotiation strategy

Task 9 Collaborate with stakeholders

 Evaluate engagement needs for stakeholders
 Optimize alignment between stakeholder needs, expectations, and project
objectives
 Build trust and influence stakeholders to accomplish project objectives

Task 10 Build shared understanding

 Break down situation to identify the root cause of a misunderstanding
 Survey all necessary parties to reach consensus
 Support outcome of parties' agreement
 Investigate potential misunderstandings

Task 11 Engage and support virtual teams

 Examine virtual team member needs (e.g., environment, geography, culture,
global, etc.)
 Investigate alternatives (e.g., communication tools, colocation) for virtual team
member engagement
 Implement options for virtual team member engagement
 Continually evaluate effectiveness of virtual team member engagement

Task 12 Define team ground rules

 Communicate organizational principles with team and external stakeholders
 Establish an environment that fosters adherence to the ground rules
 Manage and rectify ground rule violations

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PMI PMP Examination Content Outline – June 2019
5
Task 13 Mentor relevant stakeholders
 Allocate the time to mentoring
 Recognize and act on mentoring opportunities

Task 14 Promote team performance through the application of emotional intelligence

 Assess behavior through the use of personality indicators
 Analyze personality indicators and adjust to the emotional needs of key project
stakeholders

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
6
Domain II Process—50%
Execute project with the urgency required to deliver business value
Task 1
 Assess opportunities to deliver value incrementally
 Examine the business value throughout the project
 Support the team to subdivide project tasks as necessary to find the minimum
viable product

Manage communications
Task 2
 Analyze communication needs of all stakeholders
 Determine communication methods, channels, frequency, and level of detail for all
stakeholders
 Communicate project information and updates effectively
 Confirm communication is understood and feedback is received

Assess and manage risks

Task 3
 Determine risk management options
 Iteratively assess and prioritize risks

Engage stakeholders
Task 4
 Analyze stakeholders (e.g., power interest grid, influence, impact)
 Categorize stakeholders
 Engage stakeholders by category
 Develop, execute, and validate a strategy for stakeholder engagement

Plan and manage budget and resources

Task 5
 Estimate budgetary needs based on the scope of the project and lessons learned
from past projects
 Anticipate future budget challenges
 Monitor budget variations and work with governance process to adjust as
necessary
 Plan and manage resources

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
7
 Plan and manage schedule
Task 6
 Estimate project tasks (milestones, dependencies, story points)
 Utilize benchmarks and historical data
 Prepare schedule based on methodology
 Measure ongoing progress based on methodology
 Modify schedule, as needed, based on methodology
 Coordinate with other projects and other operations

Plan and manage quality of products/deliverables

Task 7
 Determine quality standard required for project deliverables
 Recommend options for improvement based on quality gaps
 Continually survey project deliverable quality

Plan and manage scope

Task 8
 Determine and prioritize requirements
 Break down scope (e.g., WBS, backlog)
 Monitor and validate scope

Integrate project planning activities

Task 9
 Consolidate the project/phase plans
 Assess consolidated project plans for dependencies, gaps, and continued business
value
 Analyze the data collected
 Collect and analyze data to make informed project decisions
 Determine critical information requirements

Manage project changes

Task 10
 Anticipate and embrace the need for change (e.g., follow change management
practices)
 Determine strategy to handle change
 Execute change management strategy according to the methodology
 Determine a change response to move the project forward

Plan and manage procurement

Task 11
 Define resource requirements and needs
 Communicate resource requirements
 Manage suppliers/contracts
 Plan and manage procurement strategy
 Develop a delivery solution

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
8
 Manage project artifacts
Task 12
 Determine the requirements (what, when, where, who, etc.) for managing the
project artifacts
 Validate that the project information is kept up to date (i.e., version control) and
accessible to all stakeholders
 Continually assess the effectiveness of the management of the project artifacts

Determine appropriate project methodology/methods and practices

Task 13
 Assess project needs, complexity, and magnitude
 Recommend project execution strategy (e.g., contracting, finance)
 Recommend a project methodology/approach (i.e., predictive, agile, hybrid)
 Use iterative, incremental practices throughout the project life cycle (e.g., lessons
learned, stakeholder engagement, risk)

Establish project governance structure

Task 14
 Determine appropriate governance for a project (e.g., replicate organizational
governance)
 Define escalation paths and thresholds

Manage project issues

Task 15
 Recognize when a risk becomes an issue
 Attack the issue with the optimal action to achieve project success
 Collaborate with relevant stakeholders on the approach to resolve the issues

Ensure knowledge transfer for project continuity

Task 16
 Discuss project responsibilities within team
 Outline expectations for working environment
 Confirm approach for knowledge transfers

Plan and manage project/phase closure or transitions

Task 17
 Determine criteria to successfully close the project or phase
 Validate readiness for transition (e.g., to operations team or next phase)
 Conclude activities to close out project or phase (e.g., final lessons learned,
retrospective, procurement, financials, resources)

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PMI PMP Examination Content Outline – June 2019
9
Domain III Business Environment—8%
Plan and manage project compliance
Task 1
 Confirm project compliance requirements (e.g., security, health and safety,
regulatory compliance)
 Classify compliance categories
 Determine potential threats to compliance
 Use methods to support compliance
 Analyze the consequences of noncompliance
 Determine necessary approach and action to address compliance needs (e.g.,
risk, legal)
 Measure the extent to which the project is in compliance

Evaluate and deliver project benefits and value

Task 2
 Investigate that benefits are identified
 Document agreement on ownership for ongoing benefit realization
 Verify measurement system is in place to track benefits
 Evaluate delivery options to demonstrate value
 Appraise stakeholders of value gain progress

Evaluate and address external business environment changes for impact on

Task 3
scope
 Survey changes to external business environment (e.g., regulations, technology,
geopolitical, market)
 Assess and prioritize impact on project scope/backlog based on changes in
external business environment
 Recommend options for scope/backlog changes (e.g., schedule, cost changes)
 Continually review external business environment for impacts on project
scope/backlog

Support organizational change

Task 4
 Assess organizational culture
 Evaluate impact of organizational change to project and determine required
actions
 Evaluate impact of the project to the organization and determine required actions

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PMI PMP Examination Content Outline – June 2019
10
POWERING THE PROJECT ECONOMY ™

PMI.org
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