Importance of the project charter Use of the project charter in execution. Not applicable Project charter. Not applicable Project management plan

Knowledge area Process Need to know & Tools and

Techniques Key inputs Key outputs

Integration Management

Develop project charter

 Importance of the project charter

 Use of the project charter in execution  Business case  Benefits management plan  Project charter o Exit criteria o PM Authority level  Assumptions log o Assumptions o Constraints Develop project

management plan  Not applicable  Project charter

 Project Management Plan

 Kick-off meeting o Multiphase

projects Direct and manage project

work  Not applicable  Project management plan

 Deliverables  Issue log

Manage project knowledge

 Tools and techniques o Work shadowing o Reverse work

shadowing

 Not applicable  Lessons learned register

Monitor and control

project work  Not applicable  Not applicable

 Work performance report

Perform integrated change control

 Change control process

flow  Change request

 Approved (rejected) change request

Closed project or phase  Closing process flow  Accepted deliverables

 Lessons learned report

 Release team members

Scope Management

Plan scope management  Not applicable  Not applicable

 Scope management plan

 Requirements management plan

Collect requirements

 Tools and techniques (In what situations are they used) Example: o Facilitation  JAD  QFD  User stories  Project charter  Requirements documentation  Requirements traceability matrix

Define scope  Different from the project charter (why?)  Requirements documentation  Requirements traceability matrix  Project scope statement o Acceptance criteria Create WBS

 Importance and uses of the WBS

 Decomposition tool and technique  Not applicable  100% rule  WBS and WBS dictionary  Scope baseline Validate scope

 Main purpose: obtain formal acceptance  Inspection

 WBS dictionary  Accepted deliverables

Control scope

 Tools:

o Variance analysis o Trend analysis

 WBS dictionary _{ Prevent gold plating} and/or scope creep

o Audit

Schedule Management

Plan Schedule

Management  Not applicable  Not applicable

 Schedule management plan

Define activities  Decomposition

 Rolling wave planning  WBS

 Activity list  Activity attributes  Milestone list Sequence activities  Precedence diagramming method (PDM/AoN) o Types of relationships  FS  SS  FF  SF o Types of dependencies  Hard logic  Soft logic  Internal  External o Leads and lags

 Activity list  Activity attributes

 Project schedule network diagram

Estimate activity durations

 Tools and techniques o Analogous o Parametric o Bottoms-up o Three point  Beta  Activity list  Activity attributes  Duration estimates  Basis of estimates

 Triangular o Reserve analysis

Develop schedule

 Tools and techniques o CPM  Critical path  Total float  Free float  Project float o Resource leveling o Resource smoothing o Monte Carlo o Fast-tracking o Crashing  Activity list  Activity attributes  Milestone list  Project resources  Risks  Schedule baseline Control schedule

 Iteration burndown chart  Trend analysis

 Variance analysis

 Scope and schedule baselines  Work performance information (related to the project schedule) Cost Management

Plan cost management  Not applicable  Not applicable  Cost management plan

Estimate costs

 Tools and techniques o Analogous o Parametric o Bottoms-up o Three point  Beta

 Not applicable  Cost estimates  Basis of estimates

 Triangular o Reserve analysis

Determine Budget

 Tools and techniques o Cost aggregation o Funding limit reconciliation o Financing o Reserve analysis  Agreements o MOU o SLA o LOI o PO  Cost baseline  Contingency reserves  Project funding requirements

Control costs  All EVA formulas and

their meanings  PMIS  Forecasts

Quality Management

Plan quality management

 Tools and techniques o Cost-benefit analysis o COQ o Matrix diagrams o SIPOC  Requirements documentation  Requirements traceability matrix  Quality metrics Manage quality

 Tools and techniques o Process analysis o Root cause analysis o Histograms o Scatter diagram o Audits o Design for X o PDCA Cycle o Six sigma  Quality control measurements  Quality report  Test and evaluation

Control quality

 Tools and techniques o Check sheets o Statistical sampling  Variable sampling  Attribute sampling o Inspection  Quality management plan  Quality metrics  Quality control measurements  Verified deliverables Resource Management Plan resource management  RAM/RACI diagram  OBS  Resource breakdown structure  Not applicable  Resource management plan o Team management plan o Physical resource management plan  Team Charter Estimate activity resources

 Tools and techniques o Analogous o Parametric o Bottoms-up  Alternative analysis  Scope baseline  Activity list  Activity attributes  Cost estimates  Risk register  Resource calendar  Resource requirements  Basis of estimate  Resource breakdown structure Acquire resources

 Tools and techniques o Pre-assignment o Negotiation o Virtual teams  Procurement management plan  Physical resource assignments  Project team assignments

 Resource calendar Develop team  Colocation o Tight matrix or war room  Team building  Tuckman´s ladder in team building o Forming o Storming o Norming o Performing o Adjourning  Training

 Recognition and regards  Individual and team

assessments  Motivational theories o McGregor o Maslow o Herzberg o Ouchi o McClelland  Resource management plan  Team performance assessments Manage team  Conflict management techniques o Withdraw o Smooth o Compromise o Force  Resource management plan  Team charter  Updates

o Collaborate  Types of power of the

project manager o Positional or Formal o Reward o Punishment o Expert o Referent o Guilt based  Emotional intelligence Control resources

 It´s main purpose is to guarantee resource availability  Cost-benefit analysis  Performance reviews  Resource management plan  Work performance information related to project resources Communications Management Plan communications management  Communications requirements  Communication technology  Communication methods  Communication channels o N(N-1)/2

 Not applicable  Communication management plan

Manage communications

 Application of communication

requirements, technology and methods in the execution of the project

o PMIS

 Communication management plan

 Project

Monitor communications  Effectiveness of communication requirements, technology and methods. o PMIS  Communication management plan  Work performance information related to communications Risk Management

Plan risk management  Risk breakdown structure  OPA & EEF  Risk management plan

Identify risks

 SWOT

 Root cause analysis  Assumption and constraint analysis  Prompt lists o V.U.C.A. o P.E.S.T.L.E. o T.E.C.O.P

 Scope, schedule, cost, resource, quality are key inputs

 Risk register  Risk report

Perform qualitative risk analysis

 Risk data quality  Risk probability and

impact assessment  Other risk parameters

o Urgency o Proximity o Dormancy o Manageability o Controllability o Detectability o Connectivity o Strategic impact o Propinquity

 Risk management plan

 Updates o Assumptions log o Issue log o Risk register o Risk report

Perform quantitative risk analysis  Sensitivity analysis o Tornado diagram  Decision tree o EMV  Monte Carlo

 Risk management plan  Updates

Plan risk responses

 Strategies for risks o Escalate o Avoid o Transfer o Mitigate  Probability  Impact o Accept  Active  Passive  Strategies for opportunities o Escalate o Exploit o Share o Enhance  Probability  Impact o Accept  Active  Passive  Cost-benefit analysis

Implement risk responses

 The risk owner is

responsible to implement the risk response on individual project risks.  The project manager is

responsible to implement the risk response on overall project risks

 Risk management plan  Change requests

Monitor risks  Identification of new risks  Evaluation of risk response effectiveness o Risk owner is responsible for individual project risks o Project manager is responsible for overall project risks  Risk audit  Risk register  Risk report  Work performance information related to risks  OPA updates Procurement Management Plan procurement management

 Make or buy analysis  Market research

 Source selection analysis o Source selection criteria  OPA o Contract types  Fixed price  Cost plus  Time and materials  Amount of cost risk depending on  Procurement management plan  Procurement strategy  Bid documents o RFI o RFQ o RFP o IFB o PO

contract type

 Procurement statement of work (SOW)

 Make or buy decision  Independent cost estimates Conduct procurements  Bidders conference  Proposal evaluation  Negotiation

 Scope management plan  Requirements documentation  Risk register  Selected sellers  Agreements o MOU o SLA o PO Control procurements  Claims administration  Performance reviews  Inspection  Procurement Audit

 Scope management plan  Requirements documentation  Risk register  Closed procurements Stakeholder Management Identify stakeholders  Power/interest grid  Power/influence grid  Impact/influence grid  Salience model  Stakeholder´s cube  Directions of influence  Prioritization  Business documents  OPA & EEF

 Agreements  Stakeholder register Plan stakeholder engagement  Stakeholder engagement assessment matrix o Unaware o Resistant o Neutral  Project charter  Resource management plan  Agreements  Stakeholder engagement plan

o Supportive o Leading Manage stakeholder engagement  Cultural awareness  Political awareness  Ground rules  Stakeholder register  Stakeholder engagement plan  Updates Monitor stakeholder engagement  Alternative analysis  Root cause analysis  Stakeholder analysis  Feedback  Networking  Active listening  Issue log  Stakeholder register  Stakeholder engagement plan  Updates