Braindump PMP

What are Organizational process Assets?

Any or all process related assets, form any or all of the organizations involved in the project that can be used to
influce the project's success.

This includes: Plans, procedures, leassons learned, historical information, schedules risk data and earned value
data.

What are Enterprise Environmental Factors?

Cultural, Infrastructur components, commercial databases, market condition, any ressources that currently
exists

Any Project Management software like Project management information system (PMIS an automated tool, a
configuration management system, an information colletion and distribution system)

Enterprise environmental factors refer to both internal and external factors that surround or influence a
projects success. These factors may come from any or all of the enterprises involved in the project. Enterprise
environmental factors may enhance or constrain project management options and may have a positive or
negative influence on the outcome. They are considered as inputs to most planning processes

What are Project Phases?

Project phases are divisions within a project where extra control is needed to effictively manage the eompletion
of a major deliverable. Project phases are typically completed sequential, but can overlap in some project
situation. The high legel nature of project phases makes them an element of project life cycle.

Important A project phase is not a project management Process group!

Important The phase is not the project life cycle

Large projects may have a complete Live Cycle in every phase.

Small projects may have a Live Cycle with several phases in it.

The phase structure allows the project to be segmented into logical subsets of ease of management, planning
and control.
Organisation-Types? Matrix, Functional, Projectized

Functional
The most common form, think of silo. A funcational manager with employees in his deparment.

Advantages: More specialised, Have a home, report to only one supervisor, cleary defined career paths
Disadvantages: PM has no authority, No PM career path, People are more focused on the speciality than on the
project

Matrix:
The authority is shared between functional and project manager.

Advantages: Highly visible project objectives, Improved project manager control over resources, more support
from functional area, maximum utilization of scarce resources, better coordination, better horizontal and
vertical dissemination of information, Team members maintain a home
Disadvantages: Extra administration is required, more than one boss for project teams, more complex to
monitor and control, resource allovation is more complex, need extensive policies and procedures, functional
managers may have different priorities than managers, higher potential for conflict

Projectized:
The project manager is the boss of the team. The work is focused only on the project. The organisation is
temporarly till the project ends.
Advantages: Efficient project organization, Loyality to the project, more effictive communications than
functional
Disadvantages: No Home when project completed, lack of specialization in disciplines, Duplication of
facitilies and job functions, may result in less efficient use of resources.

In which Matrix-Organisation Matrix is the Project-Manager the strongest?

In the strong Matrix organization, the PM has more power than the functional manager.

There are also balanced and weak matrix.

Chapter 4 Integration Management

All Processes in Order?

Knowledge Areas Initating Planning Executing Monitoring & Closing Process Group
Process Group Process Group Process Group Controlling Process
Group
4. Project Integration Develop Project Develop Project Direct and Manage Monitor and Control Close Project or Phase
Management Charter Management Plan Project Execution Project Work

Perform Integrated
Change Control
5. Project Scope Collect Requirements Verify Scope
Management
Define Scope Control Scope
Statement

Create WBS
6. Project Time Define Activties Control Schedule
Management
Sequence Activities

Estimate Activity
Ressources

Estimate Activities

Develop Schedule
7. Project Cost Estimate Cost Control Cost
Management
Determine Budget
8. Project Quality Plan Quality Perform Quality Perform Quality
Management Assurance Control
9. Project HR Develop HR Plan Aquire Project Team
Management
Develop Project Team

Manage Project Team

10. Project Identify Stakeholders Plan Communication Distribute Information Report Performance
Communication
Management Manage Stakeholder
Expectation
11. Project Risk Plan Risk Management Monitor and Control
Management Risks
Identify Risk

Perform Qualitative
Risk Performance

Perform Quanitative
Risk Performance

Plan Risk Responses

12. Project Plan Procurement Conduct Procurement Administer Close Procurement
Procurement Procurement
Management
Project Charter Inputs, what Kind of Documents are input, what are Business Case, Contract, Statement of Work.
Where they from etc.

Business Case
The business case is a document provides the necessary information from a business standpoint to determin
whether or not the project is worh the required investment.

Project Statement of Work (SOW)

Business need My be based on a market demand, technological advance, legal requirement or goverment
regulation.
Product scope decription This doc describes the characteristics of the product that the project will be
undertake to create.
Strategic plan The startegic plan documents the organizatin's strategic goals.
Created by the project sponsor.

Contract
A contract as an input being done for an external customer.

Stakeholer:

A single high-level executive can end an entire project if he or she is not satisfied with the results, even if that person
has, by choice, been only tangentially involved in the project. Make sure that all final decision makers have been
identified early in the project in order to ensure that their concerns are addressed.

The Project Managment Plan should contain as item:

Key managment reviws for content, extent, and timing to facilitate addressing open issues and peding decision
Need and techiques comminciton among stakeholder
How integrity of performance measurement will be maintained
How work will be exected to accomplish the project objectives
Results of the tailoring by project managment team as follows Project managemen processes selected, level
of impelmentation of each selected process, description of the T&T to be sued for accomplishing the processes,
how selected processes will be used to manage the specific project, including dependencies and interactions
among those processes
The lice cycle selected for the project and the process that will be applied to each phase
Project Management Plan, know all the Inputs from Page 350
Input Document
Change management plan
Communication management plan
Configuration management plan
Cost management plan
Cost performance baseline
Human resources plan
Process improvement plan
Procurement management plan
Quality management plan
Requirements management plan
Risk management plan
Schedule baseline
Schedule management plan
Scope baseline
Scope Statement
WBS
WBS dictionary
Scope mangement plan
What is it Where does it come from?
.. that document show changes will be Develop Project Management Plan
monitored and controlled,
What needs to by communicated, why, between Plan Communication
whom, best method for communicating,
responsibility for sending, when and how often
that documents how configuration managed Develop Project Management Plan
will be performed.
How will i go about planning cost for the Develop Project Management Plan
project? How will I effectivly manage the
project to the cost baseline. Level of accurancy
needed. Rules for measuring. Cost change
procedures.
Estimation of the total cost of a project. Determine BudgetRoles and responsibilities
Activity Costs Work package costs
control account costs project costs. Add
contigency reservers and finally management
reservers.
Includes: Roles and resposbilites, Project Develop Human Resource Plan
organization chars, staffing mangement plan
May contain: Recogination and Reward
systems, Resource Hisogram, Staffing
Management Plan (Acquistion, Calendars,
Release plan, training plans, recoginition and
reward, compliance, safety),
How to improve processes, six sigma, kaizen, Plan Quality
Plan-Do-Check-Act (PDCA)
Improve the processes that are currently in use
on the project, helps to save time by increasing
the efficiency and preventing problems. Saves
money and increase probability the customer
will be satisfied.
How will be planned, executed and controlled Plan Procurement
Quality practices and stadards that apply to the Plan Quality
project. Who is involved in managing planing.
Specific duties. Review of decisions.. Quality
meetings. Reports addressing quality. What
metrics will be used to measure quality. What
parts of deliverables will be measured and
when.
Methods to be used to identify requirements, Collect Requirements
how to identify, priorize, manage and track
Methodology (efford.. project size), Roles and Plan Risk Management
Responsibilites, Budgeting (cost of risk mgt
process), Timing, Risk categories (external,
internal, technical, unforseeable / where:
schedule, cost, quality, scrope, resources,
customer /stakeholder satisfaction), Definition
of probability and impact, Stakeholder
tolerance, Reporting formats, tracking.
.. is the version of the schedule used to mange Develop Schedule
the project and measure the project teams
performance. Only be changed by approved
changes. Contrains activity resources, activity
duration estimates...
Includes the scheduling methodology and Develop Project Management Plan
scheduling software, Rules for how estimates
should be stated. Establishment of a schedule
baseline, planning how schedule variances will
be managed. Identification of schedule change
control processes, reporting formats to be used.
The approved statement, wbs, wbs dictionary Create WBS
are part as baselie eto the project management
plan.
How scope will be planned, executed and Develop Project Management Plan
 controled.
Other Project Documents not part of Project Management Plan
Document What is it Input/Output
Activity attributes Activity ID, WBS ID, Activity name, maybe I: Sequence Activities, Estimate Activity
Activity codes, activity description, predecessor Resources, Estimate Activity Durations,
activtites, successor activites, logical Develop Schedule
relationships, leads and lags, resource O: Define Activities
requirements, imposed dates, constraints and
assumptions.. Person resposible executing,
geographic area or place where work has to be
performed, level of effort, discrete effort and
apportioned affort.
Activity cost estimates Quantitative assessments of the probable costs I: Identify Risks, Plan Procurement, Determine
required to comple project work. The range of Budget
the costs indicating degrees of risk. Used to O: Activity cost estimates
evaluate resonableness of bids or proposals
received from potential selles in the
procurement process.
Activity lists Created with TT decomposition. A list I: Develop Schedule, Sequence Activities,
containing all schedule activites required on the Estimate Activity Resources, Estimate Activity
project and relation to the scope of work Duration,
description. Details for the team members to O: Define Activities
understand what work is required to be
completed.
Assumption log N/A N/A
Basis of estimates Contains a complete understanding how the cost I: Determine Budget
estimate was derived. Basis of the estimate, all O: Estimate Costs
assumptions made, known contrains, indication
of the range of possible estimates, indication of
the confidence level of the final estimate
Change log .. to document changes that occur during a I: Manage Stakeholder Expectations
project. The changes and their impact in terms
of time, cost, risk for the stakeholders.
Charter Project purpose or justification, measureable I: Develop Project Management Plan, Collect
project objectives and related success criteria, Requirements, Define Scope, Identify
high-level requirements, high-level project Stakeholders
description, high-level risk, summary milestone O: Develop Project Charter
schedule, summary budget, approval
requirements, assigned project manger,
responsibility and authority level, name of the
authority sponsor...
Contracts Information relating to products, sevices or I: Determine Budget, Develop Project Charter,
results that have been purchased. Administer Procurements
O: Conduct Procurements
Duration estimates Quantitative assements of the likley number of I: Develop Schedule, Identify Risks
work periods that will be required to complete O: Estimate Activity Durations
an activity. Not including lags. Part of the
Schedule baseline. The range is a risk indicator
used to identify risks.
Forecasts Created by the Tool forcasting in the Control Part of Performance Reports...
Cost Process... I as Budget forcasts: Report Performance
O as Budget forcasts: Control Costs
Issue log Used to document and monitor the resolution of I: Manage Stakeholder Expectations
issues. Facilitate communcation and ensurce O: Mange Stakeholde Expectations
common understanding of issues. O as Part of Document Updates: Monitor and
Control Project Work
Its also a Tool and Technique in Mange Project
Team. In this case managing the issues within
the team.
Milestone list idenifies all milestones and indicates I: Sequence Activites
whether dhe milestone is mandatory. A O: Define Activites
milestone is a significant point or event.
Performance reports Documents and presentations that provide I: Manage Project Team, Distribute Information,
organized and summarized work performance Monitor and Control Project Work, Monitor and
information, earned value management Control Risks, Administer Procurements,
parameters and calculations, and analyses of Distribute Information
project work progress and status. O: Report Performance

Contains: Corrent status, Significant

Document
Project funding requirements
Proposals
Procurement documents
Project organizational structure
Quality control measurements
Quality checklists
Quality metrics
Responsibility assignment matrix (RAM)
Requirements traceability matrix
Resource breakdown structure
Resource calendars
Resource requirements
What is it Input/Output
accomplishment for the period, scheduled
activies, forcasts and issues.
Analyses of past performance, work completed,
summary of changes approved in the period,
results of varance analyses, other relvant
information to be reviewed and discussed.
In procurement contains also seller performacne
and reports on deliverables.. terms of the
contract.
The total funding requirements and periodic I: Control Costs
funding requirements (quarterly, monthly, O: Determine Budgets
annullay) from the cost baseline.
Commes from the sellers. Seller proposal I: Conduct procurements
Seller proposals prepared in response to a O: From the sellers
procurement document package form the basic
set of information that will be used by an
evaluation body to select one or more
successful bidders (sellers).
The documents utilized in bid and proposal I: Identify Stakeholders, Conduct Procurements,
activities, which include the buyers Invitation Administer Procurements
for Bid, Invitation for Negotiations, Request for O: Plan Procurements
Information, Request for Quotation, Request
for Proposal and sellers responses .
These documents include a description of the
desired form of the response, the relevant
procurement statement of work (SOW) and any
required contractual provisions.
In identify stakeholders, also sells, suppliers and
so on should be identified as relevant
stakeholders!
Function, Matrix, Projectized... Details ? Part of Enterprise Environmental Factors?
Quality control measurements are the I: Perform Quality Assurance
documented results of quality control activities O: Perform Quality Control
in the format specified during quality planning.
A checklist that verfiy that a set of requried I: Perform Quality Control
steps has been performed. To check frequently O: Plan Quality
performed tasks are done...
the attributes and how the quality control I: Perform Quality Assurance
process will mearure it. Tolances, defect O: Plan Quality
frequency, failre rate, availablity, reliability and
test coverage.
responsibility assignment matrix (RAM) is O? from Tool Matrix based charts in Develop
used to illustrate the Human Resource Plan
connections between work packages or
activities and project team members. On larger O part of Project Document Updates: Plan
projects, Quality
RAMs can be developed at various levels.
Often used as a RACI diagram
A table that links requirements to their origin I: Verify Scope, Control Scope
and traces them throughout O: Collect Requirements
the project life cycle. O: as project document updates: Define Scope
A hierarchical structure of resources by resource O: Estimate Activity Resources
category and resource type used in resource
leveling schedules and to develop resource- Tool: Hierachical type charts Develop
limited schedules, and which may be used Human Resource Plan
to identify and analyze project human resource
assignments.
Information on which resources (such as I: Estimate Activity Resources, Estimate
people, equipment, and material) are potentially Activity Durations, Develop schedule,
available during planned activity period . Determine Budget, Develop Project Team
O: Acquire Project Team, Conduct
Procurements
The output of the Estimate Activity Resources I: Estimate Activity Durations
process identifies the types and quantities of O: Estimate Activity Resources
Document What is it
resources required for each activity in a work
package. These requirements can then be
aggregated
to determine the estimated resources for each
work package.
Risk register The risk registershould be reviewed to consider
risk mitigation costs. Risks, which can be either
threats or opportunities, typically have an
impact on both activity and overall
project costs. As a general rule, when the
project experiences a negative risk event, the
near-term cost of the project will usually
increase, and there will sometimes be a delay in
the project schedule.
Input/Output
I: Estimate Costs, Plan Quality, Peform
Qualitative Risk Analysis, Perform Quantitative
Risk Analyses, Plan Risk Responses, Monitor
and Control Risks
O: develop Schdule, Identify Risks, Estimate
Costs, Determine Budget, Peform Qualitative
Risk Analysism Perform Quantitative Risk
Analysis,Plan Risk Responses, Monitor and
Control Risks

Roles and responsibilites
Sellers list
Source selection criteria
Role, Authority, Responsibility, Competency
A listing of sellers who have been pre-screened
for their qualifications and past experience, so
that procurements are directed to only those
sellers who can perform on any resulting
contracts.
Source selection criteria can include
information on the suppliers required
capabilities, capacity, delivery dates, product
cost, life-cycle cost, technical expertise, and the
approach to the contract .
Part of Human Resource plan, created on
Develop Human Resource Plan
Human resource plan is part of the Project
Management Plan and Input for nearly all
Proceses...
Commes from Enterprise/Organization
I: Conduct Procurements
I: Conduct Procurments
O: Plan Procurements

Selection criteria are: Understanding of need,

Stakeholder analysis
Overal or life-cycle cost, Technical capability,
Risk, Management approach, Technical
approach, Warranty, Financial cpacity,
Production cpacity and interest, business size
and type, past performance of sellers,
references, intellectual property rights,
proprietary rights.
Power/influence grid TT: Identify Stakeholders
Power/interest grid
Influence/impact grid
Salience modell

Stakeholder Analysis Matrix

Stakeholder mangement strategy Key stakeholders who can significantly impact
the project, level of pariciation in the project
desire, stakeholder groups and their
management.

Stakeholder register
Stakeholder requirements
Statement of work
Stakeholder/interests/Assessment of
Impact/Potential Strategies for Gaining Support
or Reducing Obstacles
Identification Informaiton: name, organizational
position, location, role in the project, contact
information
Assessment information: major requirements,
main expectations, potential influence in the
project, pahse in the life cycle
Stakeholde classification: internal/external,
supporter/neutral/resistor, etc.
A narrative description of products, services, or
results to be supplied.
I: Collect Requirements, Plan Quality, Plan
Communications, Identify Risks, Manage
Stakeholder Expectations
O: Identify Stakeholders, Direct and Manage
Project Execution
O: Plan Communication
I: Manage stakeholder expectations
I: Develop Project Charter as Project
Statement of Work, Administer Procurements
as part of Procurment Documents
O: Conduct Procurment as part of procurement
Contract Award
TT as Time and Material Contracts: Plan
Procurments
Document
Teaming agreements
Team performance assessments
Work performance information
Work performance measurements
What is it Input/Output
Teaming agreements are legal contractual I: Plan Procurements, Conduct Procurements,
agreements between two or more entities to
form a partnership or joint venture, or some
other arrangement as defined by the parties. The
agreement defines buyer-seller roles for each
party.
The performance of a successful team is I: Develop Project Team as part of Project
measured in terms of technical success Management Plan, Manage Project Team
according to agreed-upon project objectives, O: Develop Project Team
performance on project schedule (finished on
time), and performance on budget (finished
within financial constraints). High-performance
teams are characterized by these task-oriented
and results-oriented outcomes.
Deliverable status, Schedule progress and Costs I: Report Performance, Monitor and Control
incurred. Risks, Administer Procurements
O: Direct and Manage Project Execution
Work performance information is used to I: Perform Quality Control, Distirbute
generate project activity metrics to evaluate Information as Performance reports, Report
actual progress compared to planned progress. Performance
These metrics include, but are not limited to: O: Control Scope, Control Schedule, Control
planned versus actual schedule/cost/technical Costs
performance.

Project Selection Methods? Which, what?

Categories:
Benifit measurement methods (Murder Board, Peer review, Scoring models, Economic models) Comperative
Approach
Constrained optimization methods (Linar/Integer/Dynmic/Mulit-Opject Programming) Mathematical
approach

Present Value (PV) = FutureValue(FV) / (1+interestRate(r)^numberOfTimePeriods(n)

NPV = Net Present Value

NPV >0 , NPV < 0, NPV = 0 = Net present value
NPV > 0 good, npv<0 not good dont accept
NPV = 0 look on other factors
NPV higher the better. The years are not relevant.
Always take the project with the highest NPV

IRR higher the better

BCR Benifit Cost Ratio

Take always the highest BCR

EconomicValueAdded(EVA)=should be positiv
EVA quantifies the value a company provides to its invenstors and seeks to determine if a cmpany creating or
destroying value to its stakeholder.

Payback Period Always take the shortes payback period

Opportunity cost
You have two projects and this are the costs which are not taken.

Sunk costs
Already done costs
Know everything about integrated change control process...

Done by the Perfrom Integraded Change Control

Inputs are:
Project Management Plan
Work Performance Information
Change requests
EEF/OPA
Ouptus:
Change request status Updates
Project management plan updates
Project document updates
Tools:
Expert Judgement
Change control meetings

Perform Integrated Change ControlThe process of reviewing all change requests, approving
changes, and managing changes to the deliverables, organizational process assets, project
documents, and the project management plan.

Following change management activities:

Influence only approved changes are implemented
Review, Analyze and approve change promptly, which are essential as a slow decision maya affect negativly
time, cost or the fasibility of a change
Manage approved changes
Maintain the integrity of baselines by relasing only approved changes for incorporation into the PM Plan and
project docs (also Ensure that project scope changes are reflected in changes to product scope to maintain
integrity)
Review, approve or deny all recommeneded corrective and preventive actions
Coordinating changes across the entire project
document the comple impact of change request

When it comes to changes, the project manager's attention is focused on Preventing unnecessary changes.

Performing integrated change control consists of coordinating and manageing changes across the project. Activities that
occur within the context of perfom integrated change control include: verify scope, control scope, control schedule,
control cost, perform quality control, monitor and control risks, and administer procurement.

=> all projects, large and small need written change orders! Writen change orders asking the individuals to take
responsible for the requests and reduces frivolous requrest.

Configuration management system with integrated change control provides a standardized, effective and efficent way to
central manage approved changes and baselines within a project. Configuration control is focused on the specification
of both the deliverables and the processes. Change control focus on identify, document and controll changes to the
project and product baselines.

Activites are also:

Configuration identification Select and identify of config items
Configuration status accounting info is recorted and reported
Configuration verification and audit ensures configuration items is correct and that corresponding changes
are registered, assessed, approved, tracked and correctly implemented.

When mutliple stakeholders singed the project charter, the project manager should be not only be concered regarding
communication requirements, but also should be concerned with the needed competing needs and requires more
attention to configuration management.
Performing integrated change control consists of coordinating and manageing changes across the project. Activities that
occur within the context of perfom integrated change control include: verify scope, control scope, control schedule,
control cost, perform quality control, monitor and control risks, and administer procurement
Change requests created by these projects:
All Monitoring & Controlling Process Groups
Some Execution Process Groups:
Direct and Manage Project Execution
Perform Quality Assurance
Manage Project Team
Manage Stakeholder Expectation
Conduct Procurements
Plan Procurements in Planning

Actions in the proces:

Look on impact of a change on quality, risk, time, cost, resources and customer satisfaction
Always look on all contrains in Exam questions

Change requests could be:

Corrective action
Preventive action
Defect repair
maybe others...

Process for making changes:

Prevent the root cause of changes
Identify changes
Look at the impact of the change
create a change request
Perform integrated change control:
Assess the change
Look for options
Approved or rejected
update the status of the change in the change control system
Adjust the pm plan, proj doc and baselines
Manage stakeholder expections by communicating the change to stakeholders affected

Force-Field analyses could also be used in Managing Changes:

Kurt Lewin developed force field analysis, thought that change is not just an event but is a dynamic balance of opposing
forces.

Changes behavior in three steps: unfreezing, Changing, Refreezing.

High-level What is the best thing to do? this order:

Evaluation
Looking for options
Meet with sponsor or change board
inform the customer according to the process defined in the comm plan

Others:

Effective Project integration usually requires an empasis on effective communicatin at key interface points.
==
Chapter 5 is Scope Management

The first step in the Scope managment process is to prepare a scope management plan, which is created in the project
management plan.

If the project manager is assigned to the project, after creation of the project charter. Before spending time with the
scope, he should confirm, that all stakeholders had input into the scope of the project charter...

Variance analysis Used in several monitoring and controlling processess

TT: Control Scope

TT: Control Schedule
TT: Control Costs
TT: Report Performance
TT: As Variance and Trend Analysis in M&C Risk

Method for resolving the total variance in the set of scope, cost, and schedule
variables into specific component variances that are associated with defined factors affecting the scope, cost, and
schedule variables

Variance analysis is used in Scope Control to determining the cause and degree of variances relative to the scope
baseline and deciding whether corrective or preventive actions required. The output Change Requests of Scope
Control is generated by Variance analysis.

Variance analysis in Control Schedule is measured by (SV, SPI). Used to evaluate the project time performance.
corrective and preventive actions

Variance analysis is used in Control Cost by EVM (CV/CPI).

Varaiance Analysis in Reporting Performance brings the variances of Scope and Schedule togehter and with the
results from quality and other areas to a report. Trends and Forcasting

In M&C Risk compare the variances to the planned results and defines risks, and trends in project execution.
Indicating potential impacts or opportunities.

Variance analysis is used to figure out, what are the causes and how prevent this in future. Or exploit if it makes things
faster....

Control Scope:
=> As a subcontractor doing work, make sure that the change request will comply with the contractual provision, scope
change control must be integred with the project overall change control system.

Scope change control is part of the overall change process!!!

WBS How to create it , what criteria, what methods?
??? Is it by phase, by deliverable?

It shows all projects broken down to manageable deliverables.

All project even small ones need a WBS.

How to create it?

Involving team and stakeholders!
Its not a list but a tree structure.
Beeing involved in the creation of the WBS helps people better understand the project and make it easier to see how one
deliverable relates to another.
A WBS is deliverable oriented and you can see the depencies. Things not Actions.
Elements in a list cant broken down, but in the WBS structure.
Each level of wbs is a smaller piece of the level above!

Criteria:
100% Rule
Plan outcomes not actions
80 hour rules
Smaller or activities are broken down in Define Activites

Methods:
Decompositon by the team!

WBS dictionary, what i s it, how it looks like?

A brief description of a deliverable or work package from the WBS.
This document provides a description of the work to be done for each wbs work packages.
Description prevent scope creep.
Is an output of Create WBS process.
Top is 1.0, than 1.1, 1.2, than 1.1.1, 1.1.2 etc.
The wbs dictionary typically includes a code of accounts identifer, a statment of work, responsible organization and a
list of schedule milestones, among other items.

Project scope statement, what is it, where does it come from?

It comes as output from Define Scope
The inputs are:
Requirements Documentation
Project Charter
OPA
By Tools:
Expert Judgments (Units of Orga, Consultants, Stakeholders, Professional and technical associations, Industry
groups, subject matter experts)
Product analysis
Alternative Identifcation
General managment techniques can be used like, brainstorming, lateral thinking, pari wise
comparisons
Facilitated Workshops

Scopebaseline = WBS+WBS dictoionary+Scope statement

The project team is responsible for developing the scope baseline. Other stakeholder, like customers only give input, but
not responsible for the baseline!

Definition of planning packages

Planning package is above the work package
A Work package is on the bottom

What Code of accounts. What level in WBS is 1.4.3.2?

What are control accounts?
Some WBS entries may be marked as control accounts, if work packages are to small for measurement.
Control accounts are placed at selected management points in the WBS. Each control account may include one or more
work packages, but each of the work packages must be associated with only one control account.

What is scope creep?

When should i prevent? At all times!! No gold plating..

What is progressive eleboration?

Its not scope creep.. Control, Change and alter the Fasion
Important is that Progressive elaboration of a project specification must be coordinated carefully with proper scope
definition. The project scope should remain constant even when product characteristic are elaborated progressively.

Decomposition, where is it used scope and time!

Create WBS and Define Activies
A planning technique that subdivides the project scope and project deliverables
into smaller, more manageable components, until the project work associated with accomplishing the project scope and
providing the deliverables is defined in sufficient detail to support executing, monitoring, and controlling the work.

Rolling wave planning?

A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a
low level of the work breakdown structure, while the work far in the future is planned at a relatively high level of the
work breakdown structure, but the detailed planning of the work to be performed within another one or two periods in
the near future is done as work is being completed during the current period.

Difference between Product Scope and Project Scope

Product Scope:
The features and functions that charactize a product or service
The deliverable (a train terminal etc).
Project Scope:
The work that must be done to deliver a product with the specified features and functions
Planning, coordination, management activites, meeting protocolls

Gather information with (In Collect Requirements)

Interviews
Focus groups
Prototypes
Group creativity techniques
Brainstorming => Group thinking, not only meeting.
Norminal Group Technique => Ranking of usefull ideas. Voting process often used to sort
Brainstorming results! (Priorization)
Delphi Technique => request for information sent to experts who participate anonymously
Mind Maps => digram of ideas or notes to help generare, classify or record information.
Affinity Diagrams => Grouping requirements to find new
Questionaries and Surveys => used for large groups
Observation => job shadowing whating potential users
Prototypes => creating modells
Group decision making techniques
=> Not having complete requirements will make maeadurements of project completion impossible!

Requirments traceablitiy matrix

Links Requirments

Requirement Attributes
Requirement identification numbers
Source of each requirements
Who manage this requirement
Status of the reuqirements
Where are Validated deliverables from, what they are? (Verify Scope)
They are from Perform Quality Control:
Validated deliverables have been completed and checked for correctness by the Perform Quality
Control process.
A goal of quality control is to determine the correctness of deliverables. The results of the execution
quality control processes are validated deliverables
Chapter 6 Time Management

Early Start (ES), Late Start (LS), Early Finish (EF), Late Finish (LF)

What is the critical Path?

You can have 0 or negative Float on the critical path...
There are one or several critical path in a network diagram.

Whats the difference of Total Float, Free Float, Project float?

Total Float Difference of late start and the early start or late finish and early finish
Free Float The amount of delay, without delaying the successors
Project Float Difference between the customer requirement and the project finish date

Slack=Float

AOA Activity on Arrow (ADM)

Here dummys The nodes are circles

AON Activity on Node (PDM)

Here no dummys The nodes are squares
=> this the standard..

What are the releationship types on the PDM?

Releationships FF, SF, FS, SS

Finish-to-Finish (FF)
An Activity must finished before successor can be finished!

Start-To-Finish (SF)
Rarely used! An activity must start before the successor can be finished!

Finish-to-start (FS)
A activity must finish before the successor can start (DEFAULT!)

Start-to-start (SS)
An activity must start before the successor can start.

Critical Chain?
Define Reserves in the Schedule, which are used by the different activies.

Adress the bad multitasking, student syndrome and parkinson's Law!

Project buffer and feeding buffer?

Part of Critical Chain Method
A project buffer is a quanity of time build in the schedule in the critical chain. Protects the whole project
Feeding buffer protects the project from variation along feeding chains

What is a Hammock Activity

A summary activity.
A group of related schedule activities aggregated at some summary level, and displayed/
reported as a single activity at that summary level. See also subproject and subnetwork.

What-if scenario analysis?

An TT in Develop Schedule and Control Schedule
Analysis for question What if the situation reprensted by secnario 'x' happens? Computing different schdules for delays
of major component delivery....

What are lag and leed? Difference zu Float

A lead indicates that an activity can start before the predecessor activtiy is completed.
A lag is interted if a waiting time is needed between two activity.
A float is the time a activity can be delayed without effect on other activites (free flot)/project (project float) or
schedule-end-date (total float)

What are activity attributes?

Defined in Define Activites as output and used as input on Secquence Activity, Estimate Activity Resources,
Estimate Activity Durations and Develop Schedule.

Activity attributes extend the description of the activity by identifying the multiple components
associated with each activity. The components for each activity evolve over time. During the initial stages of the project
they include the Activity ID, WBS ID, and Activity Name, and when completed may include activity codes, activity
description, predecessor activities, successor activities, logical relationships, leads and lags (Section 6.2.2.3), resource
requirements, imposed dates, constraints, and assumptions.

Milestones... what is a milestone? A

a 0 duration event... not a task
Milestones are checkpoints for the project progress.
Is added to the WBS in the iterative planning...
What is Analogous estimating and Parametic estamating?
Analagous estimating can be done for an activity or a project. Using Expert Judgment and historical infomation to
predict the future.

Parametric estiamtes takes a variable to calculate the estimation. Like time to code one line of code in a program etc.
With regression analysis (scatter diagram). Two variables like lines of code and time could be verified if releated and
used for calucaltion
With Learning curve. If you do something more you need less time, learning how to do it. Building the first house
will take longer than the 10th....

Three-point estimate... Calculate standard derivation and variance

Three-Point estimate
O=Optimistic
M=Most likly
P=Pessimistic

(P+4*m+o)/6 = Exected activity duration (EAD)

Activity standard Derivation (SD) = (P+O)/6

Activity Variance (AV) = ((P+O)/6)^2) = Activity standard derivation squared!

Summ of Standard Derivations = wurzel aus (summe aller Activity Variances)

Order of magnitude estimate

Rough order of magitue

-50% to +50% (Rita/Prepcast)
-25% to +75% (prazion)
ROM = 50

Replimanry
-15% to +20% (Prepcast)
Prelim = 20

Budget
-10 % + 25% (Rita/Prepcast/prazion)
Bud = 25

Definitive
-10 % to +10% (Rita)
-5% to +10% (Prepcast/Prazion)
Def = 10

50/25/20/10 ROM/BUD/PRE/DEF
Dummies, what are dummies???
AOA (Activity on Arrow Diagrams) often Need dummys!

GERT
Konditionale Sprnge und loops.
hnelt einen Prozessflussdiagramm.
Wird selten eingesetzt meist die falsche Antwort.

Less accurate than PERT, CPM

Schedule compression: Crashing and fast tracking

Crashing more people
fasttracking do two activites in parallel
Only to be done on the ciritcal path.
Select the cheapest solution first!

What is a schedule baseline?

The schedule baseline is the frozen plan. Part of Project Management Plan
The Project Schedule is the living document. Project Document

The project schedule is the document which is updated during the project.

The project performance is measured by comparing the actual Project Schedule with the Schedule Baseline!
Chapter 7 Earned Value

Earned Value is the budgeted worth of work performance

Earned value the value worth of work, not what we have spend!

Formulas:
EV (Earned Value) = BCWP (Budgeted Cost of Work Perfomed)
PV (Planned Value) = BCWS (Budgeted Corst of Work Scheduled)
AC (Actual Cost/Total Cost) = ACWP (Actual Cost Work Performed)
BAC = Budget at Completion
EAC = Estimate at Completion
ETC = Estimate to Completion

CPI (Cost Performance Index) = EV/AC // Getting X$ for every 1 $

SPI (Schedule Performance Index) = EV/PV // Prograssing at X % of planned rate
SV (Schedule Variance) = EV PV // Negative behind, postive ahead of schedule
CV (Cost Variance) = EV AC // negative is over and postive is under budget

EAC (flawed) = AC + bottum-up ETC

EAC (no variances) = BAC/CPI

EAC (atypical) = AC + (BAC EV)

EAC (typical) = AC + (BAC-EV)/(CPI*SPI)

TCPI (BAC, FAC) there are two types

TCPI based on BAC = (BAC EV)/(BAC AC)
TCPI Based on EAC = (BAC EV)/(EAV AC)

What is a burn rate?

Burnrate = AC/EV
or
Burnrate = 1/CPI

What is Depreciation (Wikipedia)->

Depreciation = Abschreibung
Rita:
Straight Line Depreciation = Same amount every year > 10 Year depreciation of 1000$ is 100$ each year
Acclerated Depreciation has a higher value.. % every year from the remaining

What are direct and indirect costs?

Direct Costs are direct attributable to the project. (Workhours, Cost of material...)
Indirect Costs are overhead items (Taxes, fringe benifits)

Variable Costs change with the amount of production (Material)

Fixed Costs didn't change with the amount of production (Rent, setupcosts)

Chapter 8 Quality is abouot Tools and Techniques and Processes

What are all tools and techniques of qualtiy:

Reserve analyisis
Avoid padding. Define contingency reserve (time reserve or buffer) and management reserve.
Contingency reserver Risk Responses
Management reserve unforseen risks

The contigency risk can only used for the risk it was defined. If not, there must be used for preventive or corrective
actions, fast track, crash or adjucst the project with changes...
Asking for additonal reserve indicates not properly planning.

Cost of quality
The cost of work added to the project to accommodate quality efforts should be included in the project estimate.
Quality must be planned in!

Cost of Conformance Quality training, Studies, Surveys, Erfforts to ensure everyone knows the process to use
Cost of Nonconformance Rework, Scrap, Inventory costs, Warranty costs, Lost business

Cost of conformance should be lower that const of nonconformance Or we spend time/costs and not archive a better
quality! => Make also sure not to spend to much

Cost-Benefit Analysis
Weights the benifits against the costs. Can also be used for project selection.

Control Charts
They are set up in Plan Quality and utilized in Perform Quality Control.
The control chart shows whether the samples withn thos limits
Can also be used for performance figures, costs and schedule variances.
Commonly used for poruction. Within acceptable limist in control// outside out of control
out of control means Special cause variation

Upper and Lower Control Limits

Often shown as dashes in the control chart. They are the acceptable range of variation.
They are set by PM and stakeholders based on quality standards. +/- 3 Sigma or standard derivation

Control limits could be many things, like work package duration. When it is a problem 1 hour late 1 day?

Specification limits represent the customers expecations or contractual requirments. Control Limits must be stricter than
specification limits or it will be produced waste etc.

Benchmarking
Looking on other projects to get ideas from improvement on the current project and provide a basis (benchmark) to use
in measuring quality performance.

Design of Experimatnes
To Experiment, which variables will improve quality. Example: Change the type of wood for a desk etc.

Statistical Sampling / Inscpection

Not checking every product because:
Would take too long
cost too much
be too destructive

Flowcharting
Shows the process or system flows from beginn to end. See the process and find potential quality problems.

Cause and Effect Diagrams

Also called Fishbone Diagramm, Ishikawa Diagramm
Used to fix a defect or get the root cause of a defect.
A creatuve way to look at the causes of a problem
Helps simulate thinking, organize thoughts and generate discussion
Can be used to explore the factors tat whil result in a desired future outcom

Some kind of the 5 Why-Question technique!

Histogram
Simply displays bars or columns. Show which problems to be dealed

Pareto Chart / 80-20 rule /Pareto's law

A histogram, where arranges the results from most frequent to least frequent ot help identify.
Joseph Juran adapted Vilfredo Pareots 80/20 rule. 80 % of problems have 20% root causes...

Run Chart
A chart to see the history of variations... there no control limites or something

Scatter Diagramm
Shows a diagramm displaying two variables and they relationship.
Displays if this two are related.

Rule of 7 and what is mean

When a value is 7 times on the same side of the mean!
Than it is possible out of control. This is a rule of the dumb. Maybe the measurement is broken or something.

What is 6 sigma and all the others 1- 6 sigma

1 = 68.27%
3 = 99.73%
6 = 99.9999998%
Chapter 9 Human Ressource Management

Maslow's theory
Not most modivated by work, security or mony. Insted highest motivation is to contribute and use their skill. Top is
self-Actualisation.
Displayed as pyramid
TOP Self actualisation
Esteem
Scocial
Safety
BOTTOM Physiological

McGregor's theory X and Y

Belives workes fit in one of the to groups

X-> People need to be watched every minute. Incapable, avoid responsibility, avoid work
Y willing to work without supervision and can direct their own efforts.

Herzberg's Hygiene factors

Poor hygine factors destroy motivation but improving them will not always improve motivation...
Working conditions
Salary
Personal life
Replationship at work
Security
Status

Motivation agents are:

Responsbility
Self-actualisation
Professional growth
Recoginition

Victor Vroom (Expectancy)

Employes who will lead to effective performance and expected to be rewared will remain productive as rewards meet
their expectaion.

5 stages of team development

Forming
Storming
Norming
Performing
Adouring
Leaders need to be watchful for the following negative roles and behaviors within their individual teams:
Aggressor
The aggressor criticizes everything said within the team environment, and is in effect an active naysayer. He or
she has the ability to block the introduction of new ideas and concepts by minimizing and deflating the status
of other team members and creating a sense of intimidation. If this behavior and role is not checked it will tend
to decrease the teams overall motivation and subsequent member involvement.

Blocker
The blocker is a dominant personality who automatically rejects the views and perspectives of others out of
hand. This individual blocks the teams ability to brainstorm and discuss the merits of new concepts and ideas
raised. Like the aggressor, this individual can be highly detrimental to the team effort as he or she intimidates
individual members, limits their participation and decreases overall team motivation and involvement.

Withdrawer
The withdrawer holds back his or her personal participation and refuses to become active within the team
environment. This individual focuses the team on his or her immature behavior and attempts to resolve the
conflict and unrest it creates, which effectively limits the teams ability to make progress on problems and
assigned projects.

Recognition Seeker
The recognition seeker looks for personal attention and in so doing monopolizes the discussion by continually
asserting his or her personal ideas, suggestions and viewpoints. The recognition seeker is also attempting to
win the team over to his or her ideas and opinions. Unfortunately, this behavior minimizes other individual
team members input, which hampers overall team participation, involvement and motivation.

Topic Jumper
A topic jumper is unable to explore any specific topic in depth. He or she displays a short attention span and
continually interrupts group discussions by attempting to change the subject. These continual interruptions
diminish overall productivity by keeping team meetings off-focus.

Dominator
The dominator displays threatening and bullying behavior within the team setting. This individual uses
intimidating and minimizing behavior in an attempt to take over the team and control all discussions. The
dominator will typically hijack the team by coercing it to pursue his or her personal agenda.

Devils Advocate
While the devils advocate in the sense of introducing different viewpoints into the team discussion is a
positive team function, it can become a negative role when used to block team progress or consensus. In this
regard, the devils advocate is simply a naysayer that refuses to allow the team to move forward.
Appendix G PMBOK

Leadership / Influencing
Get things done thour others. Group of people toward a common goal and enabling them to work as a team. Respect,
Trust rather than fear/submission.

Directing This syle involves telling others what to do

Facilitating Coordinates the iInfluencingnput of others
Coaching Helping others to archive their goals
Supporting Provide assitance along the way
Autocratic Has the power to do whatever he or she wants
Consultative Bottom-up uses influence to achive results
Consultative-Autocrativ Solicits input from members , but retain decision making
Consensus make decison on group agreement
Delegating manager establish goals and give them to the project team
Bureaucrative Following processes exactly
Charismatic Energize and encourage team members to perform on project
Democratic or Participative Encourage their team in participation in decision making
Laissez-fair allow to act, leave alone
Analytical depends on own technical knwolage and ability. Makes the decision and tell team
Driver gives directions. Drives to win
Inflencing emphasize teamwork, teambuilding and team decision making.

Team building
Team building activities consist of tasks (establish goals, define, and negotiate roles and procedures) and processes
(interpersonal behavior with emphasis on communication, conflict management, motivation, and leadership).
Developing a team environment involves handling project team problems and discussing these as team issues without
placing blame on individuals.

Forming, Storming, Norming, Performing, Adjourning see above!

Problems caused by lack of trust?

Do members trust each others?
Do they trust me?
Dont lose trust by not honest or consistent
Reward systems?

Archived:
Taking classes together
Milestone parties
Holiday and birthday celebrations
Outside-of-work trips
Creating the WBS!
Getting everyone involved in some way in planning the project

Motivation
Motivating in a project environment involves creating an environment to meet project objectives while
offering maximum self-satisfaction related to what people value most. These values may include job satisfaction,
challenging work, a sense of accomplishment, achievement and growth, sufficient financial compensation, and
other rewards and recognition the individual considers necessary and important.
Communication
Communication has been identified as one of the single biggest reasons for project success or failure.
Effective communication within the project team and between the project manager, team members, and all
external stakeholders is essential. Openness in communication is a gateway to teamwork and high performance.

Conflict Manaement
Views of Conflict:
Conflict is an inevitable consequence of organizations
Conflict can be beneficial
Conflict is resolved though openness, identifying causes and problem solving by people involved and their
immediate mangers

Top list for causes:

1. Schedules
2. Project priorities
3. Resources
4. Technical opinions
5. Administrative procedures
6. Cost
7. Personality

Done by:
Confironting (Problem Solving) BEST win-win
Compromising
Withdrawal usual not the BEST
Smoothing (accommodating)
Collaborating
Forcing

Decision making

Decision making model:

1. Problem DefinitionFully explore, clarify, and define the problem.

2. Problem Solution GenerationProlong the new idea generating process by brainstorming multiple
solutions and discouraging premature decisions.
3. Ideas to ActionDefine evaluation criteria, rate pros and cons of alternatives, select best solution.
4. Solution Action PlanningInvolve key participants to gain acceptance and commitment to making
the solution work.
5. Solution Evaluation PlanningPost-implementation analysis, evaluation, and lessons learned.
6. Evaluation of the Outcome and ProcessEvaluate how well the problem was solved or project goals
were achieved (extension of previous phase).

Political and cultural awareness

Today project managers operate in a global environment, and many projects exist in an environment of
cultural diversity. By understanding and capitalizing on cultural differences, the project management team is
more likely to create an environment of mutual trust and a win/win atmosphere. Cultural differences can be
both individual and corporate in nature and may involve both internal and external stakeholders. An effective
way to manage this cultural diversity is through getting to know the various team members and the use of good
communication planning as part of the overall project plan.
Negotation
The following skills and behaviors are useful in negotiating successfully:
Analyze the situation.
Differentiate between wants and needsboth theirs and yours.
Focus on interests and issues rather than on positions.
Ask high and offer low, but be realistic.
When you make a concession, act as if you are yielding something of value, dont just give in.
Always make sure both parties feel as if they have won. This is win-win negotiating. Never let the
other party leave feeling as if he or she has had advantage taken of them.
Do a good job in listening and articulating.

Develop HR Plan
Definition of Roles and responsibilites
Members should know what work packages or activites they are assigned to, what skills they need to have.

Enterprise Environmental Factors:

What organizations will be involved?
Are there hidden agendas?
Is there anyone who does not want the project?
What is the availabilitly of contract help?
What is the availability of training for the project team members?

Organizational Process Assets:

Processes in developing the HR plan.
Historical information from past project

Organization Charts and Position descripts

Used for roles and responsibilites
Using:
Responsibility assignement metricas
Organizational communicate roles and responsibilties
Resource break down strucutre
position descriptions
Chapter 10 Communication

Number of channels of communication

Number of channesl = n*(n-1)/2

90% of the pm time is communication!

Chapter 11 Risk Management

EMV (Expected Monetary Value Analysis)= Probability * Impact

299 in the PMBOK GUIDE

Decision tree analysis!
Secondary Risk?
Any new risk created by implementation of selected risk response. A respond can create a new risk, that will occure.
Outsource for risk reduce lake of competence

Contingue Reserve and a Managment Reserve?

8. Cost Budget
7. Management reserve
6. Cost baseline
5. Contingency reserve
4. Project Estimate
3. Control account estimates
2. Work package estimates
1. Activity estimates

Contigency resever Known unknowns (simply Knowns)

Management reserver unknown unknowns (simply unknowns)

The reservers dont increase the costs of the project. They should be a reduction to the poject schedule and cost.

Passive and Active Acceptance?

Do nothing an say if it happens, it happens.
Active acceptance will create contingency plan to be implemented if the risk occures.
Passive acceptance leaves actions to be determined as needed, if (after) the risk occures.
Short
Active Plan response before
Passive Not plan

Strategies on negative Risks and what differ them from others?

They have different response strategies!
Threads have Avoid, Mitigate, Transfer (Deflect, Allovate)
Opportunities Exploit (the reverse of avoid), Enhance (the reverse of mitigate), Share
Both have ACCEPT as possibiliy

Difference between accept and mitigation?

Migate is to reduce the probability or the impact of the thread. Making risk smaller and removing it from top risks.
Acceptance is to plan an active response if it happen ->> If it happens, it happens. To try to reduce...
Chapter 12 - Procurement

Contract types
Fixed prices (FP)
Also FP, Lump Sum, Firm Fixed Price
Risk is at the seller
Seller must be concerned by Procurement Statement of work
Scope must be well defined!

Fixed Price Incentive Fee (FPIF)

Addition profits if the performance criteria are better, the work is done faster. Based on final negotion costs to
the total target costs.

Fixed Price Award Fee (FPAF)

Pay Fixed price plus award (bonus) on peformance.
Possible award is defined in advance.

Purcase Order
Simply buy a product or service.

Time and Material (T&M)

Buyer pays per hour and/or per item.
Only for short time periods and small dollar amounts.
Buyer has a medium amount of cost risk

Cost Reimbursbale (CR)

Used with uncertain scope
Allows seller to incurred costs to extent prescriped in contract.
Need an accounting system to track costs by project.
Buyer has cost risks.

Cost Contract
The seller receives no fee (profit) only by nonprofit organizations

Cost plus Fee (CPF) or Cost Plus Percentace of Costs (CPPC)

Pay all costs plus a percentage of costs as fee. Not allowed for us federal acuisations

Cost Plus Fixed Fee(CPFF)

A cost plus fixed fee contract provides for payxments to the seller of actual costs plus a fixed negotiated fee.

Cost Pluc Incentive Fee (CPIF)

Costs Plus an adjustable fee based on the performance., Seller gets a percentage of the savings

Cost Plus Award Fee (CPAF)

Buyer pays all costs and a base fee plus and award amount (a bonus) on performance
PTA (Point to total assumption)
Related only to Fixed Price Incentive Fee Contracts. Costs that go above the pta are assumed to be due
mismanagement. Sellers will sometimes monitor their costs against the PTA to make sure they are sill receiving a
provit:

PTA = (Ceiling price Traget price)/Buyers share Ratio + Target Cost

XX - Professional and social responsible

Categories:
Responsibility
Respect
Fairness
Honesty

Culture shock
Customary fee
Ethnocentric
Respect
Honesty
conflict of interes scenarios
PMI Code of Ethics and Professional Conduct
PMP Handbook

Knowledge Area Process Inputs Process Group

Integration Monitor and Control Project Work Project management plan Monitoring and Controlling
Integration Perform Integrated Change Control Project management plan Monitoring and Controlling
Scope Verify Scope Project management plan Monitoring and Controlling
Scope Control Scope Project management plan Monitoring and Controlling
Time Control Shedule Project management plan Monitoring and Controlling
Cost Cost Control Project management plan Monitoring and Controlling
Quality Perform Quality Control Project management plan Monitoring and Controlling
Communication Report Performance Project management plan Monitoring and Controlling
Risk Minotr and Control Riks Project management plan Monitoring and Controlling
Procurements Administer Procurements Project management plan Monitoring and Controlling
Integraion Direct and Manage Project Project management plan Execution
Execution
Quality Perform Quality Assurance Project management plan Execution
Human Resources Acquire Project Team Project management plan Execution
Human Resources Develop Project Team Project management plan Execution
Human Resources Manage Project Team Project management plan Execution
Communication Distribute Information Project management plan Execution
Communication Manage Stakeholder Expections Project management plan Execution
Knowledge Area Process Inputs Process Group
Time Define Activites Scope Baseline Planning
Cost Estimate Costs Scope Baseline Planning
Cost Determine Budget Scope Baseline Planning
Quality Plan Quality Scope Baseline Planning
Risk Identify Risk Scope Baseline Planning
Procurements Plan Procurement Scope Baseline Planning

Scope Basline comes from Create WBS

==
Change requests are the input for Perform Integrated Change Control.

Knowledge Area Process Ouputs Process Group

Procurements Plan Procurements Change Requests Planning
Scope Verify Scope Change Requests Monitoring and Controlling
Scope Control Scope Change Requests Monitoring and Controlling
Time Control Schedule Change Requests Monitoring and Controlling
Cost Control Costs Change Requests Monitoring and Controlling
Quality Perform Quality Control Change Requests Monitoring and Controlling
Communications Report Performance Change Requests Monitoring and Controlling
Risk Manage and Control Risk Change Requests Monitoring and Controlling
Procurements Administer Procurements Change Requests Monitoring and Controlling
Integration Direct and Manage Project Change Requests Executing
Execution
Quality Perform Quality Assurance Change Requests Executing
Human Ressource Manage Project Team Change Requests Executing
Communictaion Manage Stakeholder Expectations Change Requests Executing
Procurements Conduct Procurement Change Requests Executing