Copyright 2004 1 Linda P. Dowdell, PMP, MS, MBA
www.mypmtools.com
Knowledge area Process group/Process Inputs Tools Outputs
HUMAN RESOURCE MANAGEMENT
PLANNING
Organizational planning
Project interfaces – such as organizational interfaces, technical interfaces and interpersonal interfaces.
Staffing requirements Constraints
Templates HR practices Org theory
Stakeholder analysis
Role & responsibility assignment
Org chart
Staffing management plan
PLANNING Staff Acquisition
Staffing management plan Staffing pool resources Recruitment practices
Negotiations Pre-assignment Procurement
Project team directory Staff assigned (placed in the staffing management plan)
EXECUTING Team Development
Project staff Project plan
Staffing management plan Performance reports External feedback
Team building (activities) General management skills Reward and Recognition skills Collocation
Training
Performance improvement Input to performance appraisal
Note: Anything with planning is in the planning sections; all others are placed in executing, except closeout.
Copyright 2004 2 Linda P. Dowdell, PMP, MS, MBA
www.mypmtools.com
Knowledge area Process group/Process Inputs Tools Outputs
PROCUREMENT MANAGEMENT
PLANNING Procurement planning
Scope statement Product description
Procurement resources (dept) Market conditions
Constraints (scope) Assumptions (scope)
Make-or-buy (decisions) Expert judgment Contract types (selection)
Statements of work (sow) Procurement management plan
PLANNING Solicitation planning
Procurement management plan SOWs
Other planning outputs (make- vs.buy, contract choices)
Standard forms (RFP, RFQ, RFI) Expert judgment
Procurement documents (updates to SOW, RFP, RFQ, RFI)
Evaluation criteria EXECUTING
Solicitation
Procurement documents Qualified seller list
Bidder conference Advertising
Proposals
EXECUTING Source selection
Proposals (sellers) Evaluation criteria Organizational policies
Contract negotiation Weighting system Screening system Independent estimates
Contract
EXECUTING Contract administration
Contract Work results Change requests Seller invoices
Contract change control Performance reporting Payment system
Correspondence Contract changes Payment requests
CLOSOUT Contract closeout
Contract documentation (thru the life of the contract)
Procurement audits (successes and failures in the entire procurement process)
Contract file (all documentation)
Formal acceptance and closure
Copyright 2004 3 Linda P. Dowdell, PMP, MS, MBA
www.mypmtools.com
Knowledge area Process group/Process Inputs Tools Outputs
RISK MANAGEMENT Hint: all planning, except the last one
PLANNING
Risk Management Planning
Charter Org Risk Policy
Risk Roles and Responsibility Stakeholder Risk Tolerance Risk Plan Template, WBS
Planning meetings Risk Management Plan
PLANNING Risk Identification
Risk Management Plan Project Planning Outputs Risk Categories Historical information
Documentation reviews Info gathering techniques Checklists
Assumptions analysis Diagramming techniques
Identified risks
Risk triggers (early warning) Inputs to other processes
PLANNING
Qualitative Risk Analysis
Risk management plan Identified risks & triggers Project status (initiation or exec.) Project type, unique or recurring Data precision (ranking for each risk) Scales of probability impact Assumptions (during initiation)
Risk probability & impact P/I Risk rating matrix Project assumptions testing Data precision ranking
Overall risk ranking (to other projects)
List of prioritized risks Risks for additional analysis Trend in risk results (data)
PLANNING
Quantitative Risk Analysis
Risk management plan Identified risks, Prioritized risks Risks for additional analysis Historical information Expert judgment
Other planning outputs (WBS, product description)
Interviewing Sensitivity analysis Decision tree analysis Simulation
Expected value=prob * impact
Probabilistic analysis List of prioritized risks Risk owners
Trends in risk results Prob. Of hitting costs and time targets
PLANNING
Risk response planning
Risk management plan Prioritized risks
Risk ranking of the project Probabilistic analysis of the proj.
Prob. Of achieving cost and time objectives
List of potential responses Risk thresholds, Common risk causes, Trends in risk analysis
Avoidance
Deflecting/transference Mitigation
Acceptance
Risk response plan Residual risks Secondary risks
Contracts (recommendations for contract risks)
Contingency reserve
CONTROLLING Risk monitoring and control
Risk management plan Risk response plan
Project communications (work results & project perf. Info) Additional risk identification Scope changes (new risks?)
Risk response audits Risk reviews Earned value analysis Technical performance measurement
Risk response planning (addn’l)
Workaround plan (unanticipated) Corrective action (identified risk Change request
Risk plan update Risk database Risk id checklist
Copyright 2004 4 Linda P. Dowdell, PMP, MS, MBA
www.mypmtools.com
SCOPE MANAGEMENT
After all these outputs, then Communications planning can begin
Scope planning can begin
INITIATION Initiation
MANAGEMENT INVOLVEMENT
Strategic plan (supplied by mgmt)
Product description (supplied by mgmt)
Historical information
Project selection criteria (project selection approval process -- supplied by mgt
Project selection methods (payback, benefit/cost ratio, etc.
Expert judgment (as selection method)
Project manager assigned Assumptions (by all) Constraints (by mgmt on duration, budget or resources) --Limits on team’s options --Triple constraint
Project charter (by senior mgmt) --business need
--product description --PM’s authority After all these outputs, then
Procurement planning can begin
Quality planning can begin Scope definition can begin
PLANNING Scope planning
INVOLVEMENT: sponsors, senior management, functional managers, customers, employees, vendors and regulators
Product description Charter
Constraints Assumptions
Product analysis (to break down the product of the project) Benefit/cost analysis Alternatives ID
Expert judgment (from all)
Scope management plan
Scope statement --project justification --project’s product --project deliverables --quantifiable objectives
After all these outputs, then Risk can begin (for assumptions) Time and Cost can commence
PLANNING
Scope definition
INVOLVEMENT: Team
Other planning outputs (procurement, communication, and quality)
Scope statement Historical information Constraints
Assumptions
WBS templates Or/and Decomposition (subdividing the major deliverables)
Work breakdown structure --deliverables
--down to the level of work pack --unique identifier
--WBS dictionary Scope statement updates Simultaneously done with
quality control to confirm acceptance and correctness of the product.
CONTROLLING Scope verification
Scope statement
Work results (progress on deliverables)
WBS Project plan
Product documentation (reqs, specs, drawing, etc.)
Inspection (client, customer or sponsor must examine and inspect the products and sign a document attesting that it meets specs in the scope statement.
Inspections a.k.a. reviews, audits, or product reviews.
Formal acceptance (includes sponsor’s signature and language indicating acceptance of the project’s deliverables and product – one for each major deliverable)
Monitor the factors that create change, determine whether changes have occurred and keep abreast of changes that have occurred
CONTROLLING Scope change control
Scope management plan Performance reports WBS
Change requests
Scope change control system Performance measurement Additional planning
Corrective action (first alternative)
Scope changes Adjusted baseline
Lesson learned (rec. of scope)
Copyright 2004 5 Linda P. Dowdell, PMP, MS, MBA
www.mypmtools.com
Knowledge area Process group/Process Inputs Tools Outputs
COMMUNICATIONS MANAGEMENT
PLANNING
Communications planning
Communications requirements Communications technology Constraints
Assumptions
Stakeholder Analysis Communications management plan
(n(n-1)/2
EXECUTING
Information Distribution
Work results
Communications management plan
Project plan
Communications skills Information retrieval systems Information distribution methods
Project records Reports Presentations
CONTROLLING Performance reporting
Work results Other records Project plan
Performance reviews Variance analysis Trend analysis Earned value analysis Information distribution techniques
Performance reports Change requests
CLOSEOUT Administrative closure
Performance measurement Product documentation Other records
Performance reporting tools Project reports
Project presentations
Project closure Lessons learned Project archives
Copyright 2004 6 Linda P. Dowdell, PMP, MS, MBA
www.mypmtools.com
Knowledge area Process group/Process Inputs Tools Outputs
COST MANAGEMENT
PLANNING Resource planning
Scope statement WBS
Historical information (resource usage)
Resource pool description (description of resources) Activity duration estimates Organizational policies (description of resources from within and outside of org.)
Expert judgment Alternatives ID PM software
Resource requirements (description of the types of resources that the project requires and the total quantity for each resource type, planned at the lowest level of the WBS).
PLANNING Cost estimating
WBS
Activity duration estimates Resource requirements Resource rates Estimating publications Historical information Chart of accounts Risks
Parametric modeling Analogous estimating Bottom up estimating Computerized tools
Cost estimates (for project as a whole) – not broken by week, month, year, etc., yet.
Cost management plan
PLANNING Cost budgeting
Cost estimates WBS
Project schedule Risk management plan
Cost budgeting tools Cost baseline (time phased budget – once the project schedule is completed) -- tells us how much we should spend each day, week, month and year of the project.
CONTROLLING Cost control
Cost baseline Performance reports Change requests Cost management plan
Cost change control system Performance measurement EVM
Additional planning Computerized tools
Cost updates Budget updates Corrective action EAC
Closeout Lessons learned
Copyright 2004 7 Linda P. Dowdell, PMP, MS, MBA
www.mypmtools.com
Knowledge area Process group/Process Inputs Tools Outputs
TIME MANAGEMENT PLANNING
Activity Definition (We identify activities to produce those deliverables from scope statement)
Scope statement (deliverables) WBS
Historical information (of activity listings from previous projects)
Constraints Assumptions Expert judgment
Templates
Decomposition (breaking down deliverables into sub-
deliverables, 2-10 days of work)
Activity list (subdivision of the WBS)
Descriptions (supporting detail for decomposition and updates to the work breakdown structure)
PLANNING Activity sequencing
(Interrelationships bet. Tasks)
Activity list Product description
Dependencies (that must be built into the plan)
Milestones (senior management)
Precedence diagramming method Arrow diagramming method Conditional diagramming GERT Network templates (for repeated sequences of activities)
Network diagrams
(we may also have updates to activity list as a result of considering the sequence of act.)
PLANNING
Activity duration estimating
Activity list
Resource requirements Resource capabilities (provided by the organization)
Historical information Constraints
Assumptions Identified risks
Expert judgment Analogous estimating Quantitative based duration (similar to parametric) Reserve time (buffer from duration overruns for each activity or major deliverable)
Activity duration estimates (for each activity in the plan)
PLANNING
Schedule development
Project network diagrams Activity duration estimates Resource requirements Resource pool description Calendars
Constraints Assumptions Leads and lags Risk management plan Activity attributes
Mathematical analysis (CPM &
PERT)
Duration compression (analyze project plan for opportunities) Simulation
Resource leveling heuristics PM software (PMIS) Coding structure
Schedule management plan
Project schedule
CONTROLLING Schedule control
Project schedule Performance reports Change requests
Schedule management plan
Schedule change control system Performance measurement Additional planning PM software (PMIS) Variance analysis
Schedule updates Corrective action Lessons learned
Copyright 2004 8 Linda P. Dowdell, PMP, MS, MBA
www.mypmtools.com
Knowledge area Process group/Process Inputs Tools Outputs
QUALITY MANAGEMENT
PLANNING Quality planning
Quality policy (or organization) Scope statement
Product description (industry or other external) Standards & regulations Other outputs (from procurement planning)
Benefit/cost analysis Benchmarking (our quality program) (w/projects & other organizations)
Flow-charting Design of experiments
Cost of quality (purpose of above analysis is to minimize the cost of quality)
Operational definitions (metrics to measure the quality of deliverables)
Checklists & Inputs (for each of the deliverables)
Quality management plan
EXECUTING
Quality assurance (compliance with plan – checking and validating, not taking samples)
Quality management plan Results of quality control (controlling)
Measurements (taken in quality control)
Operational definitions
Quality planning tools (continue using above tools)
Quality audits (we use checklists, for example)
Quality improvement
CONTROLLING
Quality control (measuring actual output against the standards in operational definition). (it is data gathering and measurement process with a focus on correctness of the deliverable in comparison to the standard)
Work results (actual thru sampling and compare to quality standards)
Quality management plan Operational definitions Checklists
Inspection (of work results and compare to op. def.)
Control charts Pareto charts
Statistical sampling (portion) Flow-charting
Trend analysis (over time)
Quality improvement
Acceptance decisions (ones meeting standards)
Rework (to meet standards) Completed checklists Process adjustments (to our operations)
Copyright 2004 9 Linda P. Dowdell, PMP, MS, MBA
www.mypmtools.com
Knowledge area Process group/Process Inputs Tools Outputs
INTEGRATION &
CONTEXT
PLANNING
Project Plan development
Historical information Organizational policies Constraints
Assumptions
Other planning outputs
Project planning methodology Stakeholder skills & knowledge PMIS
EVM
Project plan
ACTUAL WORK OCCURS Procurement fed into project plan execution
Communications, Quality &
human resources fed into project plan execution
EXECUTING Project Plan Execution
Project plan & detail Organizational policies Preventive action Corrective action
General mgt skills
Product skills & knowledge Work authorization systems Status review meetings PMIS
Organizational procedures
Change requests Work results
These have a change control process: scope, time, cost, quality, risk and procurement
…and performance reporting from communications
CONTROLLING Integrated change control
Project plan Performance reports Change requests
Change control system Configuration management Performance measurement Additional planning PMIS
Cost updates Budget updates Corrective action EAC, closeout Risk workaround plans Corrective action Change requests Risk plan updates Risk database Risk ID checklists Contract documentation Schedule updates Corrective action Scope changes Corrective action Adjusted baseline
Quality acceptance decisions Rework
Completed checklists Process adjustments