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1 THESTANDARDFOR

2 PROJECTMANAGEMENT

3 (ExposureDraftVersion)

4 1

5 INTRODUCTION
6 Thisstandarddefineskeyprojectmanagementconceptsincludingtherelationshipof
7 projectmanagementtoorganizationalstrategy,programmanagement,portfoliomanagement,
8 governance,theprojectenvironment,andprojectsuccess.Italsocoversinformationon
9 projectlifecycles,stakeholders,andtheroleoftheprojectmanager.Thisstandard
10 describestheprocessesnecessarytomanagemostprojectsmostofthetime.These
11 processesareorganizedbyProcessGroupandthenbyKnowledgeArea.
12
13 Section1discusseskeyconceptsandcontextualinformationaboutprojectmanagement.
14 Sections2through6ofthisstandardprovidedefinitionsforeachofthefiveProcess
15 GroupsanddescribealloftheprocesseswithinthoseProcessGroups.Italsodescribes
16 thekeybenefitsandtheinputsandoutputsforeachprojectmanagementprocess.
17
18 ThisstandardservesasthefoundationandframeworkforthePMBOKGuide.ThePMBOK
19 Guideexpandsontheinformationinthisstandardbyprovidingamoreindepthdiscussion
20 ofthecontext,environment,andinfluencesonprojectmanagement.Inaddition,thePMBOK
21 Guideprovidesdescriptionsoftheinputsandoutputs,identifiestoolsandtechniques,
22 anddiscusseskeyconceptsandemergingtrendsassociatedwitheachKnowledgeArea.

23 1.1ProjectsandProjectManagement
24 Aprojectisatemporaryendeavorundertakentocreateauniqueproduct,service,or
25 result.Thetemporarynatureofprojectsindicatesadefinitebeginningandend.A
26 projectsendisreachedwhentheobjectiveshavebeenachievedorwhentheprojectis
27 terminatedbecauseitsobjectiveswillnotorcannotbemet,orwhentheneedforthe
28 projectnolongerexists.
29
30 Projectmanagementistheapplicationofknowledge,skills,tools,andtechniquesto
31 projectactivitiestomeetprojectrequirements.Projectmanagementisaccomplished
32 throughtheappropriateapplicationandintegrationoftheprojectmanagementprocesses
33 identifiedfortheproject.
34
35 Managingaprojecttypicallyincludes:
36 Identifyingrequirements
37 Addressingthevariousneeds,concerns,andexpectationsofthestakeholders
38 throughouttheproject
39 Establishingandmaintainingactivecommunicationwithstakeholdersand
40 Balancingthecompetingprojectconstraints,whichinclude,butarenotlimitedto:
41 Scope,
42 Quality,
43 Schedule,
44 Budget,
45 Resources,and
46 Risks.
47
48 Specificprojectcircumstanceswillinfluencehoweachprojectmanagementprocessis
49 implementedandhowtheprojectconstraintsareprioritized.

50 1.2RelationshipsAmongPortfolios,Programs,andProjects
51 Aprojectmayormaynotbepartofaprogramoraportfolio,butaprogramorportfolio
52 willalwayshaveprojects.Aprogramisdefinedasagroupofrelatedprojects,

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53 subprograms,andprogramactivitiesmanagedinacoordinatedwaytoobtainbenefitsnot
54 availablefrommanagingthemindividually.Programsmayincludeelementsofrelatedwork
55 outsidethescopeofthediscreteprojectsintheprogram.Programmanagementisthe
56 applicationofknowledge,skills,tools,andtechniquestoaprogramtomeettheprogram
57 requirementsandtoobtainbenefitsandcontrolnotavailablebymanagingprojects
58 individually.
59
60 Programmanagementsupportsorganizationalstrategiesbyauthorizingprojectsandmanaging
61 theirinterdependencies.Managingprojectinterdependenciesmayinclude,amongother
62 actions,thefollowing:
63
64 Resolvingresourceconstraintsand/orconflictsthataffectmultipleprojects
65 withintheprogram
66 Aligningorganizational/strategicdirectionthatimpactsandaffectsprogramgoals
67 andobjectives
68 Resolvingissuesandchangemanagementwithinasharedgovernanceframework
69 Addressingprogramorprojectrisksthatcanimpactmultipleprojectsand
70 Managingprogrambenefitsrealizationbyeffectivelysequencingandintegrating
71 projectinterdependencies.
72
73 Aportfolioreferstoprojects,programs,subportfolios,andoperationsmanagedasagroup
74 toachievestrategicobjectives.Portfoliomanagementisthecentralizedmanagementofone
75 ormoreportfoliostoachievestrategicobjectives.Portfoliomanagementfocuseson
76 ensuringthatprojectsandprogramsarereviewedandthatresourcesareallocated
77 accordingtotheorganizationsstrategicobjectives.
78
79 Figure11illustratesthatorganizationalstrategiesandprioritiesarelinkedandhave
80 relationshipsbetweenportfoliosandprograms,betweenportfoliosandprojects,and
81 betweenprogramsandindividualprojects.Organizationalplanningimpactstheprojectsby
82 meansofprojectprioritizationbasedonrisk,funding,andotherconsiderationsrelevant
83 totheorganizationsstrategicplan.Thisallowsorganizationstohaveanoverallviewof
84 howthestrategicgoalsarereflectedintheportfolioinstituteappropriategovernance
85 andauthorizehuman,financial,ormaterialresources.Theseresourceswillbeallocated
86 basedonexpectedperformanceandbenefits.
87
88 Organizationalprojectmanagement(OPM)isastrategyexecutionframeworkutilizing
89 portfolio,program,andprojectmanagement.Itprovidesaframeworkthatenables
90 organizationstoconsistentlyandpredictablydeliveronorganizationalstrategy,
91 producingbetterperformance,betterresults,andasustainablecompetitiveadvantage.
92

93

94 Figure11.Portfolio,Program,andProjectManagementInteractions

95 1.3LinkingOrganizationalGovernanceandProjectGovernance
96 Organizationalgovernanceisastructuredwaytoprovidecontrol,direction,and
97 coordinationthroughpeople,policies,andprocessestomeetorganizationalstrategicand
98 operationalgoals.Organizationalgovernanceistypicallyconductedbyaboardof
99 directorstoensureaccountability,fairness,andtransparencytoitsstakeholders.
100 Organizationalgovernanceinfluencesportfolio,program,andprojectgovernanceinthe
101 followingways:
102 Legal,regulatory,andcompliancerequirements,
103 Ethicalandsocialresponsibilities,and
104

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Fiduciaryandriskpolicies.
105
106 Organizationalgovernanceprinciples,decisions,andprocesseshaveanimpactonthe
107 governanceofportfolios,programs,andprojects.Aprojectmaybegovernedinthree
108 separatescenarios:asastandaloneproject,withinaprogram,orwithinaportfolio.
109 Projectgovernanceistheframework,functions,andprocessesthatguideproject
110 managementactivitiesinordertocreateauniqueproduct,service,orresulttomeet
111 organizationalstrategicandoperationalgoals.Governanceattheprojectlevelincludes:
112 Providingguidanceandoversightofprojectmanagementexecution,
113 Engagingtheappropriateresources,
114 Ensuringappropriatestakeholderengagement,and
115 Validatingprojectandproductrequirementsandthequalityoftheresults.
116
117 Projectgovernanceshouldbealignedwiththeorganizationsportfolioandprogram
118 governance.Theprojectgovernanceframeworkprovidestheprojectmanagerandteamwith
119 structure,processes,roles,responsibilities,accountabilities,anddecisionmaking
120 modelsformanagingtheproject.
121
122 Elementsofaprojectgovernanceframeworkinclude,butarenotlimitedto:
123 Monitoringofprojectperformanceandresults
124 Processforcontrolgateorphasereviews
125 Processtoidentify,escalate,andresolverisksandissues
126 Roles,responsibilities,andauthorities
127 Projectdecisionmakingprocessesand
128 Processforreviewandapprovalforchangestobudget,scope,quality,and
129 schedulethatarebeyondtheauthorityoftheprojectmanager.

130 1.4ProjectSuccessandBenefitsRealization
131 Priortoinitiatingaproject,abusinesscaseisdevelopedtooutlinetheproject
132 objectives,therequiredinvestment,andfinancialandqualitativecriteriaforproject
133 success.Thebusinesscasehelpsmeasuresuccessattheendoftheprojectbycomparing
134 theresultswiththeobjectivesandtheidentifiedsuccesscriteria.
135
136 Abenefitrealizationplandescribeshowandwhenthebenefitsoftheprojectwillbe
137 deliveredandhowtheywillbemeasured.Thebenefitsrealizationplanmayincludethe
138 following:
139 Targetbenefits.Theexpectedtangibleandintangiblevaluetobegainedbythe
140 implementationoftheproject.
141 Strategicalignment.Howwelltheprojectbenefitsalignwiththebusiness
142 strategiesoftheorganization.
143 Timeframeforrealizingbenefits.Benefitsbyphase:shortterm,longterm,andongoing.
144 Benefitsowner.Theaccountablepersontomonitor,record,andreportrealized
145 benefitsthroughoutthetimeframeestablishedintheplan.
146 Metrics.Themeasurestobeusedtoshowbenefitsrealized,directmeasures,and
147 indirectmeasures.
148 Risks.Risksforrealizationofbenefits.
149
150 Often,thesuccessoftheprojectisnotknownuntilaperiodoftimeaftertheprojectis
151 complete.Forexample,anincreaseinmarketshare,adecreaseinoperatingexpenses,or
152 thesuccessofanewproductmaynotbeknownwhentheprojectistransitionedto
153 operations.Inthesecircumstances,theprojectmanagementoffice(PMO),portfolio
154 committee,orsomeotherbusinessfunctionwithintheorganizationshouldevaluatethe
155 projectsuccessatalaterdatetodetermineiftheprojectmetthebusinessobjectives.

156 1.5TheProjectEnvironment
157 Projectsaresubjecttotheoperations,policies,procedures,andcultureofthe
158 organization(s)inwhichtheyexist.Projectsareofteninitiatedtorealizebusiness
159 opportunitiesthatarealignedwithanorganizationsstrategicgoals.Allprojectsshould
160 alignwiththeorganizationsmission,vision,andvaluesandshouldaddbusinessvalueto
161 theorganization.
162
163 Projectsaretypicallyinitiatedasaresultofoneormoreofthefollowingstrategic
164 considerations:
165 Marketdemand,
166 Strategicopportunity/businessneed,
167 Socialneed,
168 Environmentalconsideration,
169 Customerrequest,
170 Technologicaladvancement,
171 Legalorregulatoryrequirement,and

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172 Existingorforecastedproblem.
173
174 Workperformedpriortoinitiatingaprojectcanincludeopportunityidentification,
175 businessanalysis,analysisofalternatives,developmentofabusinesscase,feasibility
176 studies,andmarketresearch.

177 1.6ProjectLifeCycle
178 Aprojectlifecycleistheseriesofphasesthataprojectpassesthroughfromits
179 initiationtoitsclosure.Thephasescanbesequentialormayoverlap.Thenames,number,
180 anddurationoftheprojectphasesaredeterminedbythemanagementandcontrolneedsof
181 theorganization(s)involvedintheproject,thenatureoftheprojectitself,andits
182 areaofapplication.Phasesaregenerallytimebounded,withastartandendorcontrol
183 point.Atthecontrolpoint,theprojectcharterandbusinesscasearereexaminedbasedon
184 thecurrentenvironment.Atthattime,theprojectsprogressiscomparedtotheproject
185 managementplantodetermineiftheprojectshouldbechanged,terminated,orcontinueas
186 planned.
187
188 Theprojectlifecycleisinfluencedbytheuniqueaspectsoftheorganization,industry,
189 ortechnologyemployed.Whileeveryprojecthasaclearstartandend,thespecific
190 deliverablesandworkthattakeplacevarywidelydependingontheproject.Thelifecycle
191 providesthebasicframeworkformanagingtheproject,regardlessofthespecificwork
192 involved.
193
194 Projectlifecyclescanrangealongacontinuumfrompredictiveapproachesatoneendto
195 adaptiveoragileapproachesattheother.Inapredictivelifecycle,theproject
196 deliverablesaredefinedatthebeginningoftheprojectandanychangestothescopeare
197 carefullymanaged.Inanadaptiveoragilelifecycle,thedeliverablesaredevelopedover
198 multipleiterationswhereadetailedscopeisdefinedandapprovedforeachiterationwhen
199 itbegins.
200
201 Thoughprojectsvaryinsizeandcomplexity,atypicalprojectcanbemappedtothe
202 followingprojectlifecyclestructure(seeFigure12):
203 Startingtheproject
204 Organizingandpreparing
205 Carryingouttheworkand
206 Closingtheproject.
207
208 ItisimportanttonotethattheprojectlifecyclestructureshowninFigure12doesnot
209 indicatethattheseareprojectphases.Rather,itdepictsacommonwaytolookatthe
210 projectmanagementoutputs,expenditures,andstaffing.

211

212 EDCaptionFigure12TypicalExpenditureandStaffingLevelsAcrossaTypicalProjectLife
213 CycleStructure
214
215 Thegenericlifecyclestructuregenerallydisplaysthefollowingcharacteristics:
216 Expenditureandstaffinglevelsarelowatthestart,peakastheworkiscarried
217 out,anddroprapidlyastheprojectdrawstoaclose.
218 Riskanduncertaintyaregreatestatthestartoftheprojectasillustratedby
219 Figure13.Thesefactorsdecreaseoverthelifeoftheprojectasdecisionsarereached
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220 andasdeliverablesareaccepted.
221 Theabilitytoinfluencethefinalcharacteristicsoftheprojectsproduct,
222 withoutsignificantlyimpactingcost,ishighestatthestartoftheprojectanddecreases
223 astheprojectprogressestowardcompletion.Figure13illustratestheideathatthecost
224 ofmakingchangesandcorrectingerrorstypicallyincreasessubstantiallyastheproject
225 approachescompletion.
226

227

228 Figure13.ImpactofVariableBasedonProjectTime

229 1.7ProjectStakeholders
230 Astakeholderisanindividual,group,ororganizationthatmayaffect,beaffectedby,or
231 perceiveitselftobeaffectedbyadecision,activity,oroutcomeofaproject.
232 Therefore,successfullyidentifyingstakeholdersandeffectivelymanagingtheir
233 expectationsoftheprojectandtheirparticipationintheprojectiscriticaltoproject
234 success.Stakeholdersmaybeactivelyinvolvedintheprojectorhaveintereststhatmay
235 bepositivelyornegativelyaffectedbytheperformanceorcompletionoftheproject.
236 Differentstakeholdersmayhavecompetingexpectationsthatcouldcreateconflictswithin
237 theproject.Stakeholdersmayalsoexertinfluenceovertheproject,itsdeliverables,and
238 theprojectteaminordertoachieveasetofoutcomesthatsatisfiesstrategicbusiness
239 objectivesortheirownneedsandexpectations.
240
241 Stakeholdershavevaryinglevelsofresponsibilityandauthorityonaproject.Thislevel
242 canchangeoverthecourseoftheprojectslifecycle.Stakeholderinvolvementmayrange
243 fromoccasionalcontributionsinsurveysandfocusgroupstofullprojectsponsorshipthat
244 includestheprovisionoffinancial,political,orothertypesofsupport.

245 1.8RoleoftheProjectManager
246 Theprojectmanageristhepersonassignedbytheperformingorganizationtoleadtheteam
247 responsibleforachievingtheprojectobjectives.Theprojectmanagersreporting
248 relationshipsarebasedontheorganizationalstructureandprojectgovernance.
249 Inadditiontoanyspecifictechnicalskillsandgeneralmanagementproficienciesrequired
250 fortheproject,projectmanagersshouldhaveatleastthefollowingattributes:
251 Knowledgeaboutprojectmanagement,theenvironment,technicalaspects,andother
252 informationneededtomanagetheprojecteffectively
253 Skillsneededtoeffectivelymanagetheprojectteam,coordinatethework,
254 collaboratewithstakeholders,solveproblems,andmakedecisions
255 Abilitiestodevelopandmanagescope,schedules,budgets,resources,plans,
256 presentations,andreportsand
257 Otherattributesrequiredtosuccessfullyleadtheproject,suchaspersonality,
258 attitude,ethics,andleadership.
259
260 Projectmanagersaccomplishworkthroughtheprojectteamandotherstakeholders.Project
261 managersrelyonimportantinterpersonalskills,including,butnotlimitedto:
262 Leadership,
263 Teambuilding,
264 Motivation,
265 Communication,
266 Influencing,
267 Decisionmaking,
268 Politicalandculturalawareness,
269 Negotiation,
270 Facilitation,
271 Conflictmanagement,and
272 Coaching.
273

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274 Theprojectmanagerissuccessfulwhentheprojectobjectiveshavebeenachieved.Tobe
275 successful,theprojectmanagerwillneedtotailortheprojectapproach,lifecycle,and
276 projectmanagementprocessestomeettheprojectandproductrequirements.Throughoutthe
277 projectlifecycle,theprojectmanagerwillbalancethecompetingconstraintsof:
278 Scope,
279 Quality,
280 Schedule,
281 Budget,
282 Resources,and
283 Risks.
284
285 Anotheraspectofsuccessisaddressingstakeholderneeds,concerns,andexpectations
286 throughouttheprojectsothatthemainstakeholdersaresatisfiedwiththefinaloutcome.

287 1.9KnowledgeAreas
288 KnowledgeAreasarefieldsorareasofspecializationthatarecommonlyemployedwhen
289 managingprojects.AKnowledgeAreaisasetofprocessesassociatedwithaparticular
290 topicinprojectmanagement.These10KnowledgeAreasareusedonmostprojectsmostof
291 thetime.TheneedsofaspecificprojectmayrequireadditionalKnowledgeAreas.The10
292 KnowledgeAreasare:
293 ProjectIntegrationManagement,
294 ProjectScopeManagement,
295 ProjectScheduleManagement,
296 ProjectCostManagement,
297 ProjectQualityManagement,
298 ProjectResourceManagement,
299 ProjectCommunicationManagement,
300 ProjectRiskManagement,
301 ProjectProcurementManagement,and
302 ProjectStakeholderManagement.

303 1.10ProjectManagementProcessGroups
304 Thisstandarddescribesthenatureofprojectmanagementintermsoftheprocessesthat
305 projectmanagersemploytomeetprojectobjectives.Projectmanagementprocessesare
306 groupedinfiveProjectManagementProcessGroups:
307 InitiatingProcessGroup.Thoseprocessesperformedtodefineanewprojectora
308 newphaseofanexistingprojectbyobtainingauthorizationtostarttheprojectorphase.
309 InitiatingprocessesareinSection2.
310 PlanningProcessGroup.Thoseprocessesrequiredtoestablishthescopeofthe
311 project,refinetheobjectives,anddefinethecourseofactionrequiredtoattainthe
312 objectivesthattheprojectwasundertakentoachieve.PlanningprocessesareinSection
313 3.
314 ExecutingProcessGroup.Thoseprocessesperformedtocompletetheworkdefinedin
315 theprojectmanagementplantosatisfytheprojectspecifications.Executingprocessesare
316 inSection4.
317 MonitoringandControllingProcessGroup.Thoseprocessesrequiredtotrack,
318 review,andregulatetheprogressandperformanceoftheprojectidentifyanyareasin
319 whichchangestotheplanarerequiredandinitiatethecorrespondingchanges.Monitoring
320 andControllingprocessesareinSection5.
321 ClosingProcessGroup.Thoseprocessesperformedtofinalizeallactivitiesacross
322 allProcessGroupstoformallyclosetheprojectorphase.Closingprocessesarein
323 Section6.
324
325 ThesefiveProcessGroupsareindependentoftheapplicationareasorindustryfocus.
326 Individualprocessesareofteniteratedpriortocompletingtheproject.Thenatureofthe
327 iterationsandinteractionsbetweenprocessesvariesfromprojecttoproject.
328
329 ProjectManagementProcessGroupsarelinkedbytheoutputstheyproduce.TheProcess
330 Groupsarenotonetimeeventstheyareoverlappingactivitiesthatoccurthroughoutthe
331 project.Theoutputofoneprocessgenerallybecomesaninputtoanotherprocessorisa
332 deliverableoftheprojectorprojectphase.Forexample,theprojectmanagementplanand
333 projectdocuments(e.g.,riskregister,responsibilityassignmentmatrix,etc.)produced
334 inthePlanningProcessGroupareprovidedtotheExecutingProcessGroupwhereupdates
335 aremadetotheprojectmanagementplanandprojectdocumentsastheprojectprogresses.
336 Figure14illustrateshowtheProcessGroupscanoverlapduringaproject.
337
338 TheProcessGroupsarenotprojectphases.Iftheprojectisdividedintophases,the
339 ProcessGroupsinteractwithineachphase.Infact,itispossiblethatallProcessGroups
340 couldbeconductedwithinaphase,asillustratedinFigure14.Asprojectsareseparated
341 intodistinctphasesorsubcomponents,suchasconceptdevelopment,feasibilitystudy,

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342 design,prototype,build,ortest,etc.,alloftheProcessGroupswouldnormallybe
343 repeatedforeachphaseuntilthecompletioncriteriaforthatphasehavebeensatisfied.
344

345

346 Figure14.ProcessGroupInteractionsWithinaProject

347 1.11TailoringtheProjectManagementPlanandProjectDocuments
348 Theprojectmanagerandtheteamselecttheappropriateprojectmanagementprocesses,
349 inputs,toolsandtechniques,andoutputsfromtheprojectmanagementbodyofknowledge
350 foruseontheirspecificproject.Thisselectionactivityisknownastailoringproject
351 managementtotheproject.Tailoringisnecessarybecauseeachprojectisunique
352 therefore,noteveryprocess,input,tool,technique,oroutputisrequiredonevery
353 project.
354
355 Theprojectmanagementplanhasmanycomponents,suchasthesubsidiarymanagementplans,
356 baselines,andprojectlifecycle.Partoftailoringisidentifyingtheprojectmanagement
357 plancomponentsneededforaparticularprocess.Theprojectmanagementplanisaninput
358 andprojectmanagementplanupdatesareanoutputformanyprocessesinthisstandard.
359 Ratherthanlistingtheindividualcomponentsintheinput/outputtables,examplesofthe
360 componentsthatmaybeinputsormaybeupdatedasoutputsareidentifiedinthe
361 subsectionsfollowingtheinput/outputtables.Thepossiblecomponentsarelistedas
362 examplesonly.Theseinputsandoutputsarenotrequiredandarenottheonlyinputsor
363 updatesthataprojectmanagermayuseinthatparticularprocess.
364
365 Similartotheprojectmanagementplancomponents,theprojectdocumentsthatareneeded
366 foraprocesswilldependontheindividualproject.Theprojectmanagerisresponsible
367 foridentifyingtheprojectdocumentsneededforaprocessandtheprojectdocumentsthat
368 willbeupdatedasanoutputofaprocess.Theprojectdocumentsthatarelistedinthe
369 subsectionfollowingtheinput/outputtablesarepossibleexamplesandarenotan
370 exhaustivelist.Theprojectmanagerdetermineswhichdocumentsareappropriatefortheir
371 project.
372

373
2

374 InitiatingProcessGroup
375 TheInitiatingProcessGroupconsistsofthoseprocessesperformedtodefineanewproject
376 oranewphaseofanexistingprojectbyobtainingauthorizationtostarttheprojector
377 phase.WithintheInitiatingprocesses,theinitialscopeisdefinedandinitialfinancial
378 resourcesarecommitted.Stakeholderswhowillinteractandinfluencetheoveralloutcome
379 oftheprojectareidentified.Ifnotalreadyassigned,theprojectmanagerisappointed.
380 Thisinformationiscapturedintheprojectcharterandstakeholderregister.Whenthe
381 projectcharterisapproved,theprojectbecomesofficiallyauthorized,andtheproject
382 managerisauthorizedtoapplyorganizationalresourcestothesubsequentproject
383 activities.
384
385 Insomeorganizations,theprojectmanagerhelpstowritetheprojectcharterinothers,
386 thecharterisdevelopedbytheprojectsponsor,projectmanagementoffice(PMO),
387 portfoliosteeringcommittee,orotherstakeholdergroup.Thisstandardassumesthat
388 businessdocuments,suchasanapprovedbusinesscaseandfunding,arehandledpriorto

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389 authorizingtheproject(Figure21).ThekeypurposeoftheInitiatingProcessGroupis
390 toalignthestakeholdersexpectationswiththeprojectpurpose,informstakeholdersof
391 thescopeandobjectives,anddiscusshowtheirparticipationintheprojectandits
392 associatedphasescanhelptoensurethattheirexpectationsareachieved.
393

394

395 Figure21.ProjectBoundaries
396
397 Largeprojectsshouldbedividedintoseparatephases.Insuchprojects,theInitiating
398 processesarecarriedoutduringsubsequentphasesinordertovalidatethedecisionsmade
399 duringtheoriginalDevelopProjectCharterandIdentifyStakeholdersprocesses.
400 RevisitingtheInitiatingprocessesatthestartofeachphasehelpstokeeptheproject
401 focusedonthebusinessneedthattheprojectwasundertakentoaddress.Thecharter,
402 businesscase,andsuccesscriteriaareverified.Theinfluence,drivers,expectations,
403 andobjectivesoftheprojectstakeholdersarereviewed.Adecisionisthenmadeasto
404 whethertheprojectshouldbechanged,terminated,orcontinuedasplanned.
405
406 Involvingthesponsors,customers,andotherstakeholdersduringinitiationcreatesa
407 sharedunderstandingofsuccesscriteria.Italsoincreasesdeliverableacceptanceand
408 stakeholdersatisfactionwiththeproject.
409
410 TheInitiatingProcessGroup(Figure22)includestheprojectmanagementprocesses
411 identifiedinFigures23and24.
412

413

414 Figure22.InitiatingProcessGroup

415 2.1DevelopProjectCharter
416 DevelopProjectCharteristheprocessofdevelopingadocumentthatformallyauthorizes
417 theexistenceofaprojectandprovidestheprojectmanagerwiththeauthoritytoapply
418 organizationalresourcestoprojectactivities.Thekeybenefitofthisprocessisthatit
419 providesadirectlinkbetweentheprojectandthestrategicobjectivesofthe
420 organization,createsaformalrecordoftheproject,andshowstheorganizational
421 commitmenttotheproject.TheinputsandoutputsforthisprocessareshowninFigure
422 23.
423

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424

425 Figure23.DevelopProjectCharter:InputsandOutputs

426 2.2IdentifyStakeholders
427 IdentifyStakeholdersistheprocessofidentifyingprojectstakeholdersregularlyand
428 analyzinganddocumentingrelevantinformationregardingtheirinterests,involvement,
429 interdependencies,influence,andpotentialimpactonprojectsuccess.Thekeybenefitof
430 thisprocessisthatitenablestheprojectteamtoidentifytheappropriatefocusfor
431 engagementofeachstakeholderorgroupofstakeholders.
432
433 Thisprocessfirstoccurspriortooratthesametimethattheprojectcharteris
434 developedandapproved.Thereafterthisprocessisrepeatedasnecessary,but,ata
435 minimum,itoccursatthestartofeachphaseandwhenasignificantchangeintheproject
436 ortheorganizationoccurs.TheinputsandoutputsofthisprocessaredepictedinFigure
437 24.
438

439

440 Figure24.IdentifyStakeholders:InputsandOutputs
441
442 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
443 whichprojectdocumentsareneeded.

444 2.2.1ProjectManagementPlanComponents

445 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
446 include,butarenotlimitedto:
447 Communicationsmanagementplan,and
448 Stakeholderengagementplan.

449 2.2.2ProjectDocumentsExamples

450 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
451 limitedto:
452 Changelog,
453 Issuelog,
454 Requirementsdocumentation,and
455 Responsibilityassignmentmatrix.

456 2.2.3ProjectManagementPlanUpdates

457 Examplesofprojectmanagementplancomponentsthatmaybeupdatedasaresultofthis
458 processinclude,butarenotlimitedto:
459 Communicationsmanagementplan,
460 Riskmanagementplan,and
461 Stakeholderengagementplan.

462 2.2.4ProjectDocumentsUpdates

463 Examplesofprojectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,but
464 arenotlimitedto:
465 Issuelog,and
466 Riskregister.
467

468 3

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469
PlanningProcessGroup
470 ThePlanningProcessGroupconsistsofthoseprocessesthatestablishthetotalscopeof
471 theeffort,defineandrefinetheobjectives,anddevelopthecourseofactionrequiredto
472 attainthoseobjectives.ThePlanningProcessGroupdevelopstheprojectmanagementplan
473 andtheprojectdocumentsthatwillbeusedtocarryouttheproject.Thecomplexnature
474 ofprojectmanagementmayrequiretheuseofrepeatedfeedbackloopsforadditional
475 analysis.Asmoreprojectinformationorcharacteristicsaregatheredandunderstood,
476 additionalplanningwilllikelyberequired.Significantchangesthatmayoccurthroughout
477 theprojectlifecycleinitiateaneedtorevisitoneormoreoftheplanningprocesses
478 and,possibly,oneorbothoftheInitiatingprocesses.Thisongoingdetailingofthe
479 projectmanagementplaniscalledprogressiveelaboration,indicatingthatplanningand
480 documentationareiterativeorongoingactivities.ThekeybenefitofthisProcessGroup
481 istodelineatethestrategyandcourseofactionorapathtosuccessfullycompletethe
482 projectorphase.
483
484 Theprojectmanagementteamseeksinputandencouragesinvolvementfromallstakeholders
485 whileplanningtheprojectanddevelopingtheprojectmanagementplanandproject
486 documents.Whentheinitialplanningeffortiscompleted,theapprovedversionofthe
487 projectmanagementplanisconsideredabaseline.Throughouttheproject,theMonitoring
488 andControllingprocessescomparetheprojectprogresstothebaseline(s).
489
490 ThePlanningProcessGroup(Figure31)includestheprojectmanagementprocesses
491 identifiedinFigures32through325.
492

493

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494 Figure31.PlanningProcessGroup

495 3.1DevelopProjectManagementPlan
496 DevelopProjectManagementPlanistheprocessofdefining,preparing,andcoordinating
497 allplancomponentsandconsolidatingthemintoasingleprojectmanagementplan.Thekey
498 benefitofthisprocessistheproductionofacomprehensivedocumentthatdefinesthe
499 basisofallprojectworkandhowitisimplemented.Theinputsandoutputsforthis
500 processaredepictedinFigure32.
501

502

503 Figure32.DevelopProjectManagementPlan:InputsandOutputs
504
505 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
506 whichprojectdocumentsareneeded.

507 3.2PlanScopeManagement
508 PlanScopeManagementistheprocessofcreatingascopemanagementplanthatdocuments
509 howtheprojectandproductscopewillbedefined,validated,andcontrolled.Thekey
510 benefitofthisprocessisthatitprovidesguidanceanddirectiononhowscopewillbe
511 managedthroughouttheproject.Theinputsandoutputsofthisprocessaredepictedin
512 Figure33.
513

514

515 Figure33.PlanScopeManagement:InputsandOutputs
516
517 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
518 whichprojectdocumentsareneeded.

519 3.2.1ProjectManagementPlanComponents

520 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
521 includes,butisnotlimitedto,theprojectlifecycle.

522 3.3CollectRequirements
523 CollectRequirementsistheprocessofdetermining,documenting,andmanagingstakeholder
524 needsandrequirementstomeetobjectives.Thekeybenefitofthisprocessisthatit
525 providesthebasisfordefiningtheprojectscopeincludingproductscope.Theinputsand
526 outputsofthisprocessaredepictedinFigure34.
527

528

529 Figure34.CollectRequirements:InputsandOutputs
530
531 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
532 whichprojectdocumentsareneeded.
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533 3.3.1ProjectManagementPlanComponents

534 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
535 include,butarenotlimitedto:
536 Scopemanagementplan,
537 Requirementsmanagementplan,and
538 Stakeholderengagementplan.

539 3.3.2ProjectDocumentsExamples

540 Anexampleofaprojectdocumentthatmaybeaninputforthisprocessincludes,butis
541 notlimitedto,thestakeholderregister.

542 3.4DefineScope
543 DefineScopeistheprocessofdevelopingadetaileddescriptionoftheprojectand
544 product.Thekeybenefitofthisprocessisthatitdescribestheproduct,service,or
545 resultboundariesbydefiningwhichoftherequirementscollectedwillbeincludedinand
546 excludedfromtheprojectandproductscope.Theinputsandoutputsofthisprocessare
547 depictedinFigure35.
548

549

550 Figure35.DefineScope:InputsandOutputs
551
552 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
553 whichprojectdocumentsareneeded.

554 3.4.1ProjectManagementPlanComponents

555 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
556 includes,butisnotlimitedto,thescopemanagementplan.

557 3.4.2ProjectDocumentsExamples

558 Anexampleofaprojectdocumentthatmaybeaninputforthisprocessincludes,butis
559 notlimitedto,requirementsdocumentation.

560 3.4.3ProjectDocumentsUpdates

561 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
562 limitedto:
563 Requirementsdocumentation,
564 Requirementstraceabilitymatrix,and
565 Stakeholderregister.

566 3.5CreateWBS
567 CreateWorkBreakdownStructure(WBS)istheprocessofsubdividingprojectdeliverables
568 andprojectworkintosmaller,moremanageablecomponents.Thekeybenefitofthisprocess
569 isthatitprovidesastructuredvisionofwhathastobedelivered.Theinputsand
570 outputsofthisprocessaredepictedinFigure36.
571

572

573 Figure36.CreateWBS:InputsandOutputs
574
575 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
576 whichprojectdocumentsareneeded.

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577 3.5.1ProjectManagementPlanComponents

578 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
579 includes,butisnotlimitedto,thescopemanagementplan.

580 3.5.2ProjectDocumentsExamples

581 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
582 limitedto:
583 Projectscopestatement,and
584 Requirementsdocumentation.

585 3.5.3ProjectDocumentsUpdates

586 Aprojectdocumentthatmaybeupdatedasaresultofthisprocessincludes,butisnot
587 limitedto,requirementsdocumentation.

588 3.6PlanScheduleManagement
589 PlanScheduleManagementistheprocessofestablishingthepolicies,procedures,and
590 documentationforplanning,developing,managing,executing,andcontrollingtheproject
591 schedule.Thekeybenefitofthisprocessisthatitprovidesguidanceanddirectionon
592 howtheprojectschedulewillbemanagedthroughouttheproject.Theinputsandoutputsof
593 thisprocessaredepictedinFigure37.
594

595

596 Figure37.PlanScheduleManagement:InputsandOutputs
597
598 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
599 whichprojectdocumentsareneeded.

600 3.6.1ProjectManagementPlanComponents

601 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
602 include,butarenotlimitedto:
603 Scopemanagementplan,and
604 Projectlifecycle.

605 3.7DefineActivities
606 DefineActivitiesistheprocessofidentifyinganddocumentingthespecificactionstobe
607 performedtoproducetheprojectdeliverables.Thekeybenefitofthisprocessisthatit
608 decomposesworkpackagesintoactivitiesthatprovideabasisforestimating,scheduling,
609 executing,monitoring,andcontrollingtheprojectwork.Theinputsandoutputsofthis
610 processaredepictedinFigure38.
611

612

613 Figure38.DefineActivities:InputsandOutputs
614
615 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
616 whichprojectdocumentsareneeded.

617 3.7.1ProjectManagementPlanComponents

618 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
619 include,butarenotlimitedto:
620 Schedulemanagementplan,and
621 Scopebaseline.

622 3.7.2ProjectManagementPlanUpdates

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623 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
624 include,butarenotlimitedto:
625 Schedulebaseline,and
626 Costbaseline.

627 3.8SequenceActivities
628 SequenceActivitiesistheprocessofidentifyinganddocumentingrelationshipsamongthe
629 projectactivities.Thekeybenefitofthisprocessisthatitdefinesthelogical
630 sequenceofworktoobtainthegreatestefficiencygivenallprojectconstraints.The
631 inputsandoutputsofthisprocessaredepictedinFigure39.
632

633

634 Figure39.SequenceActivities:InputsandOutputs
635
636 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
637 whichprojectdocumentsareneeded.

638 3.8.1ProjectManagementPlanComponents

639 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
640 include,butarenotlimitedto:
641 Schedulemanagementplan,and
642 Scopebaseline.

643 3.8.2ProjectDocumentsExamples

644 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
645 limitedto:
646 Activityattributes,
647 Activitylist,
648 Assumptionlog,and
649 Milestonelist.

650 3.8.3ProjectDocumentsUpdates

651 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
652 limitedto:
653 Activityattributes,
654 Activitylist,
655 Assumptionlog,and
656 Milestonelist.

657 3.9EstimateActivityDurations
658 EstimateActivityDurationsistheprocessofestimatingthenumberofworkperiodsneeded
659 tocompleteindividualactivitieswithestimatedresources.Thekeybenefitofthis
660 processisthatitprovidestheamountoftimeeachactivitywilltaketocomplete,which
661 isamajorinputintotheDevelopScheduleprocess.Theinputsandoutputsofthisprocess
662 aredepictedinFigure310.
663

664

665 Figure310.EstimateActivityDurations:InputsandOutputs
666
667 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
668 whichprojectdocumentsareneeded.

669 3.9.1ProjectManagementPlanComponents

670 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
671 include,butarenotlimitedto:
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672 Schedulemanagementplan,and
673 Scopebaseline.

674 3.9.2ProjectDocumentsExamples

675 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
676 limitedto:
677 Activityattributes,
678 Activitylist,
679 Assumptionlog,
680 Milestonelist,
681 Projectteamassignments,
682 Resourcebreakdownstructure,
683 Resourcecalendars,
684 Resourcerequirements,and
685 Riskregister.

686
3.9.3ProjectDocumentsUpdates

687 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
688 limitedto:
689 Activityattributes,and
690 Assumptionlog.

691 3.10DevelopSchedule
692 DevelopScheduleistheprocessofanalyzingactivitysequences,durations,resource
693 requirements,andscheduleconstraintstocreateaschedulemodelforprojectexecution
694 andmonitoringandcontrolling.Thekeybenefitofthisprocessisthatbyentering
695 scheduleactivities,durations,constraints,resources,resourceavailabilities,and
696 logicalrelationshipsintotheschedulingtool,itgeneratesaschedulemodelwithplanned
697 datesforcompletingprojectactivities.Theinputsandoutputsofthisprocessare
698 depictedinFigure311.
699

700

701 Figure311.DevelopSchedule:InputsandOutputs
702
703 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
704 whichprojectdocumentsareneeded.

705 3.10.1ProjectManagementPlanComponents

706 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
707 includes,butisnotlimitedto,theschedulemanagementplan.

708 3.10.2ProjectDocumentsExamples

709 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
710 limitedto:
711 Activityattributes,
712 Activitylist,
713 Assumptionlog,
714 Basisofestimates,
715 Durationestimates,
716 Projectschedulenetworkdiagram,
717 Projectteamassignments,
718 Resourcecalendars,
719 Resourcerequirements,and
720 Riskregister.

721 3.10.3ProjectManagementPlanUpdates

722 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
723 include,butarenotlimitedto:

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724 Schedulemanagementplan,
725 Riskmanagementplan,and
726 Costbaseline.

727 3.10.4ProjectDocumentsUpdates

728 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
729 limitedto:
730 Activityattributes,
731 Resourcerequirements,and
732 Riskregister.

733 3.11PlanCostManagement
734 PlanCostManagementistheprocessofestablishingthepolicies,procedures,and
735 documentationforplanning,managing,expending,andcontrollingprojectcosts.Thekey
736 benefitofthisprocessisthatitprovidesguidanceanddirectiononhowtheproject
737 costswillbemanagedthroughouttheproject.Theinputsandoutputsofthisprocessare
738 depictedinFigure312.
739

740

741 Figure312.PlanCostManagement:InputsandOutputs
742
743 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
744 whichprojectdocumentsareneeded.

745 3.11.1ProjectManagementPlanComponents

746 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
747 include,butarenotlimitedto:
748 Schedulemanagementplan,and
749 Riskmanagementplan.

750 3.12EstimateCosts
751 EstimateCostsistheprocessofdevelopinganapproximationofthemonetaryresources
752 neededtocompleteprojectactivities.Thekeybenefitofthisprocessisthatit
753 determinesthemonetaryresourcesrequiredtocompleteprojectwork.Theinputsand
754 outputsofthisprocessaredepictedinFigure313.
755

756

757 Figure313.EstimateCosts:InputsandOutputs
758
759 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
760 whichprojectdocumentsareneeded.

761 3.12.1ProjectManagementPlanComponents

762 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
763 include,butarenotlimitedto:
764 Costmanagementplan,
765 Resourcemanagementplan,and
766 Scopebaseline.

767 3.12.2ProjectDocumentsExamples

768 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
769 limitedto:
770 Projectschedule,and
771 Riskregister.

772 3.12.3ProjectDocumentsUpdates

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773 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
774 limitedto:
775 Assumptionlog,and
776 Riskregister.

777 3.13DetermineBudget
778 DetermineBudgetistheprocessofaggregatingtheestimatedcostsofindividual
779 activitiesorworkpackagestoestablishanauthorizedcostbaseline.Thekeybenefitof
780 thisprocessisthatitdeterminesthecostbaselineagainstwhichprojectperformancecan
781 bemonitoredandcontrolled.TheinputsandoutputsofthisprocessaredepictedinFigure
782 314.
783

784

785 Figure314.DetermineBudget:InputsandOutputs
786
787 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
788 whichprojectdocumentsareneeded.

789 3.13.1ProjectManagementPlanComponents

790 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
791 include,butarenotlimitedto:
792 Costmanagementplan,
793 Resourcemanagementplan,and
794 Scopebaseline.

795 3.13.2ProjectDocumentsExamples

796 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
797 limitedto:
798 Basisofestimates,
799 Costestimates,
800 Projectschedule,
801 Resourcecalendars,and
802 Riskregister.

803 3.13.3ProjectDocumentsUpdates

804 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
805 limitedto:
806 Costestimates,
807 Projectschedule,and
808 Riskregister.

809 3.14PlanQualityManagement
810 PlanQualityManagementistheprocessofidentifyingqualityrequirementsand/or
811 standardsfortheprojectanditsdeliverables,anddocumentinghowtheprojectwill
812 demonstratecompliancewithqualityrequirementsand/orstandards.Thekeybenefitofthis
813 processisthatitprovidesguidanceanddirectiononhowqualitywillbemanagedand
814 verifiedthroughouttheproject.Theinputsandoutputsforthisprocessareshownin
815 Figure315.
816

817

818 Figure315.PlanQualityManagement:InputsandOutputs
819

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820 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
821 whichprojectdocumentsareneeded.

822 3.14.1ProjectManagementPlanComponents

823 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
824 include,butarenotlimitedto:
825 Requirementsmanagementplan,
826 Riskmanagementplan,
827 Stakeholderengagementplan,and
828 Scopebaseline.

829 3.14.2ProjectDocumentsExamples

830 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
831 limitedto:
832 Requirementsdocumentation,
833 Requirementstraceabilitymatrix,
834 Riskregister,and
835 Stakeholderregister.

836 3.14.3ProjectManagementPlanUpdates

837 Projectmanagementplancomponentsthatmaybeupdatedasaresultofthisprocess
838 include,butarenotlimitedto:
839 Riskmanagementplan,and
840 Scopebaseline.

841 3.14.4ProjectDocumentsUpdates

842 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
843 limitedto:
844 Requirementstraceabilitymatrix,
845 Riskregister,and
846 Stakeholderregister.

847 3.15PlanResourceManagement
848 PlanResourceManagementistheprocessofdefininghowtoestimate,acquire,manage,and
849 utilizeprojectresources.Thekeybenefitofthisprocessisthatitestablishesthe
850 approachandlevelofmanagementeffortneededformanagingprojectresourcesbasedonthe
851 typeandcomplexityoftheproject.Theinputsandoutputsforthisprocessareshownin
852 Figure316.
853

854

855 Figure316.PlanResourceManagement:InputsandOutputs
856
857 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
858 whichprojectdocumentsareneeded.

859 3.15.1ProjectManagementPlanComponents

860 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
861 include,butarenotlimitedto:
862 Qualitymanagementplan,and
863 Scopebaseline.

864 3.15.2ProjectDocumentsExamples

865 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
866 limitedto:
867 Projectschedule,
868 Requirementsdocumentation,
869 Riskregister,and
870 Stakeholderregister.

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871
3.16EstimateActivityResources
872 EstimateActivityResourcesistheprocessofestimatingteamresourcesandthetypeand
873 quantitiesofmaterials,equipment,andsuppliesnecessarytoperformprojectwork.The
874 keybenefitofthisprocessisthatitidentifiesthetype,quantity,andcharacteristics
875 ofresourcesrequiredtocompletetheproject.Theinputsandoutputsofthisprocessare
876 depictedinFigure317.
877

878

879 Figure317.EstimateActivityResources:InputsandOutputs
880
881 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
882 whichprojectdocumentsareneeded.

883 3.16.1ProjectManagementPlanComponents

884 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
885 include,butarenotlimitedto:
886 Resourcemanagementplan,and
887 Scopebaseline.

888 3.16.2ProjectDocumentsExamples

889 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
890 limitedto:
891 Activityattributes,
892 Activitylist,
893 Assumptionlog,
894 Costestimates,
895 Resourcecalendars,and
896 Riskregister.

897 3.17PlanCommunicationsManagement
898 PlanCommunicationsManagementistheprocessofdevelopinganappropriateplanned
899 approachforprojectcommunicationactivitiesbasedontheinformationneedsand
900 requirementsofeachstakeholderorgroup,availableorganizationalassets,andtheneeds
901 oftheproject.Thekeybenefitofthisprocessisthatitassiststheprojectteamin
902 developinganddocumentingthemosteffectiveandefficientapproachforengaging
903 stakeholdersbypresentingtherightinformationattherighttime.
904
905 Aneffectiveplanthatrecognizesthediverseinformationneedsoftheprojects
906 stakeholdersisdevelopedearlyintheprojectlifecycle.Itshouldbereviewedand
907 modifiedregularlywhenthestakeholdercommunitychangesduetoorganizationalchangesor
908 atthestartofeachnewprojectphase.Theinputsandoutputsofthisprocessare
909 depictedinFigure318.
910

911

912 Figure318.PlanCommunicationsManagement:InputsandOutputs
913
914 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
915 whichprojectdocumentsareneeded.

916 3.17.1ProjectManagementPlanComponents

917 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
918 include,butarenotlimitedto:
919 Resourcemanagementplan,and
920 Stakeholderengagementplan.

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921 3.17.2ProjectDocumentsExamples

922 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
923 limitedto:
924 Requirementsdocumentation,and
925 Stakeholderregister.

926 3.17.3ProjectManagementPlanUpdates

927 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
928 include,butarenotlimitedto,thestakeholderengagementplan.

929 3.17.4ProjectDocumentsUpdates

930 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
931 limitedto:
932 Projectschedule,and
933 Stakeholderregister.

934 3.18PlanRiskManagement
935 PlanRiskManagementistheprocessofdefininghowtoconductriskmanagementactivities
936 foraproject.Thekeybenefitofthisprocessisthatitensuresthatthedegree,type,
937 andvisibilityofriskmanagementareproportionatetoboththerisksandtheimportance
938 oftheprojecttotheorganization.Theinputandoutputsofthisprocessaredepictedin
939 Figure319.
940

941

942 Figure319.PlanRiskManagement:InputsandOutputs
943
944 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
945 whichprojectdocumentsareneeded.

946 3.18.1ProjectManagementPlanComponents

947 InplanningProjectRiskManagement,allapprovedsubsidiarymanagementplansshouldbe
948 takenintoconsiderationinordertomaketheriskmanagementplanconsistentwiththem.

949 3.18.2ProjectDocumentsExamples

950 Anexampleofaprojectdocumentthatmaybeaninputforthisprocessincludes,butis
951 notlimitedto,thestakeholderregister.

952 3.19IdentifyRisks
953 IdentifyRisksistheprocessofidentifyingindividualprojectrisksaswellassources
954 ofoverallprojectrisk,anddocumentingtheircharacteristics.Thekeybenefitofthis
955 processisthedocumentationoftheexistingindividualprojectrisksandthelevelof
956 overallprojectrisk.Italsobringstogethertheknowledgeandabilitytoallowthe
957 projectteamtorespondappropriatelytotheidentifiedrisks.Theinputsandoutputsof
958 thisprocessaredepictedinFigure320.
959

960

961 Figure320.IdentifyRisks:InputsandOutputs
962
963 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
964 whichprojectdocumentsareneeded.

965 3.19.1ProjectManagementPlanComponents

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966 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
967 include,butarenotlimitedto:
968 Requirementsmanagementplan,
969 Costmanagementplan,
970 Resourcemanagementplan,
971 Riskmanagementplan,
972 Scopebaseline,
973 Schedulebaseline,and
974 Costbaseline.

975 3.19.2ProjectDocumentsExamples

976 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
977 limitedto:
978 Assumptionlog,
979 Costestimates,
980 Durationestimates,
981 Issuelog,
982 Requirementsdocumentation,and
983 Resourcerequirements.
984 Stakeholderregister.

985 3.19.3ProjectDocumentsUpdates

986 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
987 limitedto:
988 Assumptionlog,and
989 Issuelog.

990 3.20PerformQualitativeRiskAnalysis
991 PerformQualitativeRiskAnalysisistheprocessofprioritizingindividualprojectrisks
992 forfurtheranalysisoractionbyassessingtheirprobabilityofoccurrenceandimpactas
993 wellasothercharacteristics.Thekeybenefitofthisprocessisthatitenablesproject
994 managerstofocusonhighpriorityrisks.Theinputsandoutputsofthisprocessare
995 depictedinFigure321.
996

997

998 Figure321.PerformQualitativeRiskAnalysis:InputsandOutputs
999
1000 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1001 whichprojectdocumentsareneeded.

1002 3.20.1ProjectManagementPlanComponents

1003 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
1004 includes,butisnotlimitedto,theriskmanagementplan.

1005 3.20.2ProjectDocumentsExamples

1006 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1007 limitedto:
1008 Assumptionlog,
1009 Riskregister,and
1010 Stakeholderregister.

1011 3.20.3ProjectDocumentsUpdates

1012 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1013 limitedto:
1014 Assumptionlog,
1015 Issuelog,
1016 Riskregister,and
1017 Riskreport.

1018 3.21PerformQuantitativeRiskAnalysis

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1019 PerformQuantitativeRiskAnalysisistheprocessofnumericallyanalyzingtheeffectof
1020 identifiedindividualprojectrisksandothersourcesofuncertaintyonoverallproject
1021 objectives.Thekeybenefitsofthisprocessarethatitquantifiesoverallprojectrisk
1022 exposureandcanalsoprovideadditionalquantitativeriskinformationtosupportrisk
1023 responseplanning.TheinputsandoutputsofthisprocessaredepictedinFigure322.
1024

1025

1026 Figure322.PerformQuantitativeRiskAnalysis:InputsandOutputs
1027
1028 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1029 whichprojectdocumentsareneeded.

1030 3.21.1ProjectManagementPlanComponents

1031 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1032 include,butarenotlimitedto:
1033 Riskmanagementplan,
1034 Scopebaseline,
1035 Schedulebaseline,and
1036 Costbaseline.

1037 3.21.2ProjectDocumentsExamples

1038 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1039 limitedto:
1040 Assumptionlog,
1041 Basisofestimates,
1042 Costestimates,
1043 Costforecasts,
1044 Durationestimates,
1045 Milestonelist,
1046 Resourcerequirements,
1047 Riskregister,and
1048 Riskreport.

1049 3.21.3ProjectDocumentsUpdates

1050 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1051 limitedto,theriskreport.

1052 3.22PlanRiskResponses
1053 PlanRiskResponsesistheprocessofdevelopingoptions,selectingstrategies,and
1054 agreeingonactionstoaddressoverallprojectriskexposureaswellastotreat
1055 individualprojectrisks.Thekeybenefitofthisprocessisthatitidentifies
1056 appropriatewaystoaddressoverallprojectriskandindividualprojectrisks,andinserts
1057 resourcesandactivitiesintothebudget,schedule,andprojectmanagementplanasneeded.
1058 TheinputsandoutputsofthisprocessaredepictedinFigure323.
1059

1060

1061 Figure323.PlanRiskResponses:InputsandOutputs
1062
1063 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1064 whichprojectdocumentsareneeded.

1065 3.22.1ProjectManagementPlanComponents

1066 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1067 include,butarenotlimitedto:
1068 Resourcemanagementplan,and
1069 Riskmanagementplan.

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1070
3.22.2ProjectDocumentsExamples

1071 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1072 limitedto:
1073 Projectschedule,
1074 Resourcebreakdownstructure,
1075 Resourcecalendars,
1076 Riskregister,and
1077 Riskreport.

1078 3.22.3ProjectManagementPlanUpdates

1079 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1080 include,butarenotlimitedto:
1081 Schedulemanagementplan,
1082 Costmanagementplan,
1083 Qualitymanagementplan,
1084 Resourcemanagementplan,
1085 Procurementmanagementplan,
1086 Scopebaseline,
1087 Schedulebaseline,and
1088 Costbaseline.

1089 3.22.4ProjectDocumentsUpdates

1090 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1091 limitedto:
1092 Assumptionlog,
1093 Costforecasts,
1094 Projectschedule,
1095 Riskregister,and
1096 Riskreport.

1097 3.23PlanProcurementManagement
1098 PlanProcurementManagementistheprocessofdocumentingprojectprocurementdecisions,
1099 specifyingtheapproach,andidentifyingpotentialsellers.Thekeybenefitofthis
1100 processisthatitdetermineswhethertoacquiregoodsandservicesfromoutsidethe
1101 projectand,ifso,whattoacquireaswellashowandwhentoacquireit.Goodsand
1102 servicesmaybeprocuredfromotherpartsoftheperformingorganizationorfromexternal
1103 vendorsandsellers.TheinputsandoutputsofthisprocessaredepictedinFigure324.
1104

1105

1106 Figure324.PlanProcurementManagement:InputsandOutputs
1107
1108 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1109 whichprojectdocumentsareneeded.

1110 3.23.1ProjectManagementPlanComponents

1111 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisinclude,but
1112 arenotlimitedto:
1113 Scopemanagementplan,
1114 Qualitymanagementplan,and
1115 Scopebaseline.

1116 3.23.2ProjectDocumentsExamples

1117 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1118 limitedto:
1119 Milestonelist,
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1120 Projectteamassignments,
1121 Requirementsdocumentation,
1122 Requirementstraceabilitymatrix,
1123 Resourcerequirements,
1124 Riskregister,and
1125 Stakeholderregister.
1126
3.23.3ProjectDocumentsUpdates

1127 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1128 limitedto:
1129 Milestonelist,
1130 Requirementsdocumentation,
1131 Requirementstraceabilitymatrix,and
1132 Riskregister.

1133 3.24PlanStakeholderEngagement
1134 PlanStakeholderEngagementistheprocessofdevelopingappropriatestrategiesandaction
1135 planstoeffectivelyengagestakeholdersthroughouttheprojectlifecycle,basedonthe
1136 analysisoftheirneeds,expectations,interests,andpotentialimpactonprojectsuccess.
1137 Thekeybenefitofthisprocessisthatitprovidesaclear,actionableplantointeract
1138 withprojectstakeholdersusingarangeofcommunicationstrategiesdesignedtosupport
1139 achievementoftheprojectsobjectives.
1140
1141 TheinputsandoutputsofthisprocessaredepictedinFigure325.
1142

1143

1144 Figure325.PlanStakeholderEngagement:InputsandOutputs
1145
1146 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1147 whichprojectdocumentsareneeded.

1148 3.24.1ProjectManagementPlanComponents

1149 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1150 include,butarenotlimitedto:
1151 Resourcemanagementplan,
1152 Communicationsmanagementplan,and
1153 Riskmanagementplan.

1154 3.24.2ProjectDocumentsExamples

1155 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1156 limitedto:
1157 Assumptionlog,
1158 Changelog,
1159 Issuelog,
1160 Projectschedule,
1161 Riskregister,and
1162 Stakeholderregister.
1163

1164
4

1165 ExecutingProcessGroup
1166 TheExecutingProcessGroupconsistsofthoseprocessesperformedtocompletethework
1167 definedintheprojectmanagementplantosatisfytheprojectrequirements.ThisProcess
1168 Groupinvolvescoordinatingpeopleandresources,managingstakeholderengagement,and
1169 integratingandperformingtheactivitiesoftheprojectinaccordancewiththeproject
1170 managementplan.Alargeportionoftheprojectbudgetisexpendedinperformingthe
1171 ExecutingProcessGroupprocesses.
1172

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1173 Duringprojectexecution,changerequestsmaybeinitiated.Ifapproved,thechange
1174 requestsmaytriggeroneormoreplanningprocessesthatresultinamodifiedproject
1175 managementplan,projectdocuments,andpossiblynewbaselines.TheExecutingProcess
1176 Group(Figure41)includestheprojectmanagementprocessesidentifiedinFigures42
1177 through411.

1178

1179 Figure41.ExecutingProcessGroup

1180 4.1DirectandManageProjectWork
1181 DirectandManageProjectWorkistheprocessofleadingandperformingtheworkdefined
1182 intheprojectmanagementplanandimplementingapprovedchangestoachievetheprojects
1183 objectives.Thekeybenefitofthisprocessisthatitprovidesoverallmanagementofthe
1184 projectwork.TheinputsandoutputsofthisprocessaredepictedinFigure42.
1185

1186

1187 Figure42.DirectandManageProjectWork:InputsandOutputs
1188
1189 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1190 whichprojectdocumentsareneeded.

1191 4.1.1ProjectManagementPlanComponents

1192 Anycomponentoftheprojectmanagementplanmaybeaninputforthisprocess.

1193 4.1.2ProjectDocumentsExamples

1194 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1195 limitedto:
1196 Changelog,
1197 Milestonelist,

1198 Projectcommunications,
1199 Projectschedule,

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1200 Requirementstraceabilitymatrix,
1201 Riskregister,and
1202 Riskreport.

1203 4.1.3ProjectManagementPlanUpdates

1204 Anycomponentoftheprojectmanagementplanmaybeupdatedasaresultofthisprocess.

1205 4.1.4ProjectDocumentsUpdates

1206 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1207 limitedto:
1208 Activitylist,
1209 Assumptionlog,
1210 Requirementsdocumentation,
1211 Riskregister,and
1212 Stakeholderregister.

1213 4.2ManageProjectKnowledge
1214 ManageProjectKnowledgeistheprocessofusingexistingknowledgeandcreatingnew
1215 knowledgetoachievetheprojectsobjectivesandcontributetoorganizationallearning.
1216 Thekeybenefitofthisprocessisthatexistingknowledgeandnewknowledgeareusedin
1217 theprojectandknowledgecreatedbytheprojectisavailabletosupportorganizational
1218 operationsandfutureprojectsorphases.
1219
1220 TheinputsandoutputsofthisprocessaredepictedinFigure43.
1221

1222

1223 Figure43.ManageProjectKnowledge:InputsandOutputs
1224
1225 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1226 whichprojectdocumentsareneeded.

1227 4.2.1ProjectManagementPlanComponents

1228 Allcomponentsoftheprojectmanagementplancomponentsmaybeinputsforthisprocess.

1229 4.2.2ProjectDocumentsExamples

1230 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1231 limitedto:
1232 Projectteamassignments,
1233 Resourcebreakdownstructure,
1234 Sourceselectioncriteria,and
1235 Stakeholderregister.

1236 4.2.3ProjectManagementPlanUpdates

1237 Anycomponentoftheprojectmanagementplanmaybeupdatedasaresultofthisprocess.

1238 4.3ManageQuality
1239 ManageQualityistheprocessoftranslatingthequalitymanagementplanintoexecutable
1240 qualityactivitiesthatincorporatetheorganizationsqualitypoliciesintotheproject.
1241 Thekeybenefitofthisprocessisthatitincreasestheprobabilityofmeetingthe
1242 qualityobjectivesandattainingcustomersatisfaction.
1243
1244 TheinputsandoutputsforthisprocessareshowninFigure44.
1245

1246

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1247 Figure44.ManageQuality:InputsandOutputs
1248
1249 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1250 whichprojectdocumentsareneeded.

1251 4.3.1ProjectManagementPlanComponents

1252 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
1253 includes,butisnotlimitedto,thequalitymanagementplan.

1254 4.3.2ProjectDocumentsExamples

1255 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1256 limitedto:
1257 Qualitycontrolmeasurements,
1258 Qualitymetrics,and
1259 Riskreport.

1260 4.3.3ProjectManagementPlanUpdates

1261 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1262 include,butarenotlimitedto:
1263 Qualitymanagementplan,
1264 Scopebaseline,
1265 Schedulebaseline,
1266 Costbaseline.

1267 4.3.4ProjectDocumentsUpdates

1268 Aprojectdocumentthatmaybeupdatedasaresultofthisprocessincludes,butisnot
1269 limitedto:
1270 Riskregister,and
1271 Issuelog.

1272 4.4AcquireResources
1273 AcquireResourcesistheprocessofobtainingteammembers,facilities,equipment,
1274 materials,supplies,andotherresourcesnecessarytocompleteprojectwork.Thekey
1275 benefitofthisprocessisthatitoutlinesandguidestheselectionofresourcesand
1276 assignsthemtotheirrespectiveactivities.
1277
1278 TheinputsandoutputsforthisprocessareshowninFigure45.
1279

1280

1281 Figure45.AcquireResources:InputsandOutputs
1282
1283 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1284 whichprojectdocumentsareneeded.

1285 4.4.1ProjectManagementPlanComponents

1286 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisinclude,but
1287 arenotlimitedto:
1288 Resourcemanagementplan,and
1289 Costbaseline.

1290 4.4.2ProjectDocumentsExamples
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1291 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1292 limitedto:
1293 Resourcecalendars,
1294 Resourcerequirements,
1295 Schedule,and
1296 Stakeholderregister.

1297 4.4.3ProjectManagementPlanUpdates

1298 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1299 include,butarenotlimitedto:
1300 Resourcemanagementplan,and
1301 Costbaseline.

1302 4.4.4ProjectDocumentsUpdates

1303 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1304 limitedto:
1305 Projectschedule,
1306 Resourcebreakdownstructure,
1307 Resourcecalendars,
1308 Resourcerequirements,and
1309 Riskregister.

1310 4.5DevelopTeam
1311 DevelopTeamistheprocessofimprovingcompetencies,teammemberinteraction,and
1312 overallteamenvironmenttoenhanceprojectperformance.Thekeybenefitofthisprocess
1313 isthatitresultsinimprovedteamwork,enhancedinterpersonalskillsandcompetencies,
1314 motivatedemployees,reducedturnoverrates,andimprovedoverallprojectperformance.
1315
1316 TheinputsandoutputsforthisprocessareshowninFigure46.
1317

1318

1319 Figure46.DevelopTeam:InputsandOutputs
1320
1321 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1322 whichprojectdocumentsareneeded.

1323 4.5.1ProjectManagementPlanComponents

1324 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
1325 includes,butisnotlimitedto,theresourcemanagementplan.

1326 4.5.2ProjectDocumentsExamples

1327 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1328 limitedto:
1329 Projectschedule,
1330 Projectteamassignments,
1331 Resourcecalendars,and
1332 Teamcharter.

1333 4.5.3ProjectManagementPlanUpdates

1334 Acomponentoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1335 includes,butisnotlimitedto,theresourcemanagementplan.

1336
4.5.4ProjectDocumentsUpdates

1337 Aprojectdocumentthatmaybeupdatedasaresultofthisprocessincludes,butisnot
1338 limitedto:
1339 Projectschedule,

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1340 Projectteamassignments,
1341 Resourcecalendars,and
1342 Teamcharter.

1343 4.6ManageTeam
1344 ManageTeamistheprocessoftrackingteammemberperformance,providingfeedback,
1345 resolvingissues,andmanagingteamchangestooptimizeprojectperformance.Thekey
1346 benefitofthisprocessisthatitinfluencesteambehavior,managesconflict,and
1347 resolvesissues.TheinputsandoutputsforthisprocessareshowninFigure47.
1348

1349

1350 Figure47.ManageTeam:InputsandOutputs
1351
1352 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1353 whichprojectdocumentsareneeded.

1354 4.6.1ProjectManagementPlanComponents

1355 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
1356 includes,butisnotlimitedto,theresourcemanagementplan.

1357 4.6.2ProjectDocumentsExamples

1358 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1359 limitedto:
1360 Issuelog,
1361 Projectteamassignments,and
1362 Teamcharter.

1363 4.6.3ProjectManagementPlanUpdates

1364 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1365 include,butarenotlimitedto:
1366 Resourcemanagementplan,
1367 Schedulebaseline,and
1368 Costbaseline.

1369 4.6.4ProjectDocumentsUpdates

1370 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1371 limitedto:
1372 Issuelog,and
1373 Projectteamassignments.

1374 4.7ManageCommunications
1375 ManageCommunicationsistheprocessofensuringtimelyandappropriateplanning,
1376 collection,creation,distribution,storage,retrieval,management,control,monitoring,
1377 andtheultimatedispositionofprojectinformation.Thekeybenefitofthisprocessis
1378 thatitenablesanefficientandeffectiveinformationflowbetweentheprojectandits
1379 stakeholders.
1380
1381 TheinputsandoutputsofthisprocessaredepictedinFigure48.
1382

1383

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1384 Figure48ManageCommunications:InputsandOutputs
1385
1386 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1387 whichprojectdocumentsareneeded.

1388 4.7.1ProjectManagementPlanComponents

1389 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1390 include,butarenotlimitedto:
1391 Resourcemanagementplan,
1392 Communicationsmanagementplan,and
1393 Stakeholderengagementplan.

1394 4.7.2ProjectDocumentsExample

1395 Anexampleofaprojectdocumentthatmaybeaninputforthisprocessincludes,butis
1396 notlimitedto,thestakeholderregister.

1397 4.7.3ProjectManagementPlanUpdates

1398 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1399 include,butarenotlimitedto:
1400 Communicationsmanagementplan,and
1401 Stakeholderengagementplan.

1402 4.7.4ProjectDocumentsUpdates

1403 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1404 limitedto:
1405 Issuelog,
1406 Projectschedule,
1407 Riskregister,and
1408 Stakeholderregister.

1409 4.8ImplementRiskResponses
1410 ImplementRiskResponsesistheprocessofimplementingagreeduponriskresponseplans.
1411 Thekeybenefitofthisprocessisthatitensuresthatagreeduponriskresponsesare
1412 executedasplannedinordertoaddressoverallprojectriskexposure,aswellasto
1413 minimizeindividualprojectthreatsandmaximizeindividualprojectopportunities.The
1414 inputsandoutputsofthisprocessaredepictedinFigure49.
1415

1416

1417 Figure49.ImplementRiskResponses:InputsandOutputs
1418
1419 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1420 whichprojectdocumentsareneeded.

1421 4.8.1ProjectManagementPlanComponents

1422 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
1423 includes,butisnotlimitedto,theriskmanagementplan.

1424 4.8.2ProjectDocumentsExamples

1425 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1426 limitedto:
1427 Riskregister,and
1428 Riskreport.

1429 4.8.3ProjectDocumentsUpdates

1430 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1431 limitedto:
1432 Issuelog,
1433 Riskregister,and
1434
Riskreport.

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1435
4.9ConductProcurements

1436 ConductProcurementsistheprocessofobtainingresponsesfrombidders,selectinga
1437 seller,andawardingacontract.Thekeybenefitofthisprocessisthatitselectsa
1438 qualifiedsellerandimplementsthelegalagreementfordelivery.Theinputsandoutputs
1439 ofthisprocessaredepictedinFigure410.
1440

1441

1442 Figure410.ConductProcurements:InputsandOutputs
1443
1444 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1445 whichprojectdocumentsareneeded.

1446 4.9.1ProjectManagementPlanComponents

1447 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1448 include,butarenotlimitedto:
1449 Scopemanagementplan,
1450 Requirementsmanagementplan,
1451 Communicationsmanagementplan,
1452 Riskmanagementplan,
1453 Procurementmanagementplan,
1454 Configurationmanagementplan,
1455 Schedulebaseline,and
1456 Costbaseline.

1457 4.9.2ProjectDocumentsExamples

1458 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1459 limitedto:
1460 Projectschedule,
1461 Requirementsdocumentation,
1462 Riskregister,and
1463 Stakeholderregister.

1464 4.9.3ProjectManagementPlanUpdates

1465 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1466 include,butarenotlimitedto:
1467 Requirementsmanagementplan,
1468 Qualitymanagementplan,
1469 Communicationsmanagementplan,
1470 Riskmanagementplan,
1471 Procurementmanagementplan,
1472 Scopebaseline,
1473 Schedulebaseline,and
1474 Costbaseline.

1475 4.9.4ProjectDocumentsUpdates

1476 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1477 limitedto:
1478 Requirementsdocumentation,
1479 Requirementstraceabilitymatrix,
1480 Resourcecalendars,
1481 Riskregister,and
1482 Stakeholderregister.

1483 4.10ManageStakeholderEngagement
1484 ManageStakeholderEngagementistheprocessofcommunicatingandworkingwith
1485 stakeholderstomeettheirneedsandexpectations,addressissuesastheyoccur,and
1486 fosterappropriatestakeholderengagementinprojectactivitiesthroughouttheproject
1487 lifecycle.Thekeybenefitofthisprocessisthatitallowstheprojectmanagerto
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1488 increasesupportandminimizeresistancefromstakeholders,significantlyincreasingthe
1489 likelihoodofprojectsuccess.Theinputsandoutputsofthisprocessaredepictedin
1490 Figure411.
1491

1492

1493 Figure411.ManageStakeholderEngagement:InputsandOutputs
1494
1495 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1496 whichprojectdocumentsareneeded.

1497 4.10.1ProjectManagementPlanComponents

1498 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1499 include,butarenotlimitedto:
1500 Communicationsmanagementplan,
1501 Riskmanagementplan,and
1502 Stakeholderengagementplan.

1503 4.10.2ProjectDocumentsExamples

1504 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1505 limitedto:
1506 Changelog,
1507 Issuelog,and
1508 Stakeholderregister.

1509 4.10.3ProjectManagementPlanUpdates

1510 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1511 include,butarenotlimitedto:
1512 Communicationsmanagementplan,and
1513 Stakeholderengagementplan.

1514 4.10.4ProjectDocumentsUpdates

1515 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1516 limitedto:
1517 Changelog,
1518 Issuelog,and
1519 Stakeholderregister.

1520 5

1521 MonitoringandControllingProcessGroup
1522 TheMonitoringandControllingProcessGroupconsistsofthoseprocessesrequiredto
1523 track,review,andregulatetheprogressandperformanceoftheprojectidentifyany
1524 areasinwhichchangestotheplanarerequiredandinitiatethecorrespondingchanges.
1525 Themonitoringprocessesareperformedtogatherandanalyzedatainordertodetermine
1526 theprogressandperformanceoftheproject.Thecontrollingprocessesareperformedto
1527 makeanyadjustmentsorincorporateapprovedchangestoensurealignmentwiththeproject
1528 managementplan.Theprocessesinthisgroupidentifyanyareasinwhichchangestothe
1529 planarerequiredandinitiatethecorrespondingchanges.ThekeybenefitofthisProcess
1530 Groupisthatprojectperformanceismeasuredandanalyzedatregularintervals,
1531 appropriateevents,orwhenexceptionconditionsoccurinordertoidentifyandcorrect
1532 variancesfromtheprojectmanagementplan.TheMonitoringandControllingProcessGroup
1533 alsoinvolves:
1534 Evaluatinganddisposingofchangerequests
1535 Recommendingcorrectiveorpreventiveactioninanticipationofpossibleproblems
1536 Monitoringtheongoingprojectactivitiesagainsttheprojectmanagementplanand
1537 projectbaselinesand
1538 Influencingthefactorsthatcouldcircumventthechangecontrolprocesssoonly
1539 approvedchangesareimplemented.
1540
1541 Continuousmonitoringprovidestheprojectteaminsightintothehealthoftheprojectand
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1542 identifiesanyareasthatrequireadditionalattention.TheMonitoringandControlling
1543 ProcessGroupmonitorsandcontrolstheworkbeingdonewithineachKnowledgeArea,each
1544 ProcessGroup,eachlifecyclephase,andtheprojectasawhole.TheMonitoringand
1545 ControllingProcessGroup(Figure51)includestheprojectmanagementprocesses
1546 identifiedinFigures52through513.

1547

1548 Figure51.MonitoringandControllingProcessGroup

1549 5.1MonitorandControlProjectWork
1550 MonitorandControlProjectWorkistheprocessoftracking,reviewing,andreportingthe
1551 progresstomeettheperformanceobjectivesdefinedintheprojectmanagementplan.The
1552 keybenefitofthisprocessisthatitallowsstakeholderstounderstandthecurrentstate
1553 oftheproject,torecognizethestepstakentoensureprojectsuccess,andtohave
1554 visibilityintothefutureprojectstatuswithcostandscheduleforecasts.Theinputsand
1555 outputsforthisprocessaredepictedinFigure52.
1556

1557

1558 Figure52.MonitorandControlProjectWork:InputsandOutputs
1559
1560 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1561 whichprojectdocumentsareneeded.

1562 5.1.1ProjectManagementPlanComponents

1563 Anycomponentoftheprojectmanagementplanmaybeaninputforthisprocess.

1564 5.1.2ProjectDocumentsExamples

1565 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1566 limitedto:
1567 Assumptionlog,
1568 Basisofestimates,
1569 Costforecasts,

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1570 Issuelog,
1571 Milestonelist,
1572 Riskregister,
1573 Riskreport,and
1574 Scheduleforecasts.

1575 5.1.3ProjectManagementPlanUpdates

1576 Anycomponentoftheprojectmanagementplanmaybeupdatedasaresultofthisprocess.

1577 5.1.4ProjectDocumentsUpdates

1578 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1579 limitedto:
1580 Costforecasts,
1581 Issuelog,
1582 Riskregister,and
1583 Scheduleforecasts.

1584 5.2PerformIntegratedChangeControl
1585 PerformIntegratedChangeControlistheprocessofreviewingallchangerequests
1586 approvingchangesandmanagingchangestodeliverables,organizationalprocessassets,
1587 projectdocuments,andtheprojectmanagementplanandcommunicatingtheirdisposition.
1588 Itreviewsallrequestsforchangesormodificationstoprojectdocuments,deliverables,
1589 baselines,ortheprojectmanagementplan,andapprovesorrejectsthechanges.Thekey
1590 benefitofthisprocessisthatitallowsfordocumentedchangeswithintheprojecttobe
1591 consideredinanintegratedfashionwhilereducingoverallprojectrisk,whichoften
1592 arisesfromchangesmadewithoutconsiderationtotheoverallprojectobjectivesorplans.
1593 TheinputsandoutputsofthisprocessaredepictedinFigure53.
1594

1595

1596 Figure53.PerformIntegratedChangeControl:InputsandOutputs
1597
1598 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1599 whichprojectdocumentsareneeded.

1600 5.2.1ProjectManagementPlanComponents

1601 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1602 include,butarenotlimitedto:
1603 Changemanagementplan,
1604 Scopebaseline,
1605 Schedulebaseline,and
1606 Costbaseline.

1607 5.2.2ProjectDocumentsExamples

1608 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1609 limitedto:
1610 Basisofestimates,
1611 Requirementstraceabilitymatrix,and
1612 Riskreport.

1613
5.2.3ProjectManagementPlanUpdates

1614 Anycomponentoftheprojectmanagementplanmaybeupdatedasaresultofthisprocess.

1615 5.2.4ProjectDocumentsUpdates

1616 Anyformallycontrolledprojectdocumentmaybechangedasaresultofthisprocess.A
1617 projectdocumentthatisnormallyupdatedasaresultofthisprocessisthechangelog.

1618 5.3ValidateScope

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1619 ValidateScopeistheprocessofformalizingacceptanceofthecompletedproject
1620 deliverables.Thekeybenefitofthisprocessisthatitbringsobjectivitytothe
1621 acceptanceprocessandincreasestheprobabilityoffinalproduct,service,orresult
1622 acceptancebyvalidatingeachdeliverable.Theinputsandoutputsofthisprocessare
1623 depictedinFigure54.
1624

1625

1626 Figure54.ValidateScope:InputsandOutputs
1627
1628 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1629 whichprojectdocumentsareneeded.

1630 5.3.1ProjectManagementPlanComponents

1631 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1632 include,butarenotlimitedto:
1633 Scopemanagementplan,
1634 Requirementsmanagementplan,and
1635 Scopebaseline.

1636 5.3.2ProjectDocumentsExamples

1637 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1638 limitedto:
1639 Requirementsdocumentation,and
1640 Requirementstraceabilitymatrix.

1641 5.4ControlScope
1642 ControlScopeistheprocessofmonitoringthestatusoftheprojectandproductscopeand
1643 managingchangestothescopebaseline.Thekeybenefitofthisprocessisthatthescope
1644 baselineismaintainedthroughouttheproject.Theinputsandoutputsofthisprocessare
1645 depictedinFigure55.
1646

1647

1648 Figure55.ControlScope:InputsandOutputs
1649
1650 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1651 whichprojectdocumentsareneeded.

1652 5.4.1ProjectManagementPlanComponents

1653 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisinclude,but
1654 arenotlimitedto:
1655 Scopemanagementplan,
1656 Requirementsmanagementplan,
1657 Changemanagementplan,
1658 Configurationmanagementplan,and
1659 Scopebaseline.

1660 5.4.2ProjectDocumentsExamples

1661 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1662 limitedto:
1663 Requirementsdocumentation,and
1664 Requirementstraceabilitymatrix.

1665 5.4.3ProjectManagementPlanUpdates

1666 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1667 include,butarenotlimitedto:
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1668 Scopemanagementplan,
1669 Scopebaseline,
1670 Schedulebaseline,and
1671 Costbaseline.

1672 5.4.4ProjectDocumentsUpdates

1673 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1674 limitedto:
1675 Requirementsdocumentation,and
1676 Requirementstraceabilitymatrix.

1677 5.5ControlSchedule
1678 ControlScheduleistheprocessofmonitoringthestatusoftheprojecttoupdatethe
1679 projectscheduleandmanagingchangestotheschedulebaseline.Thekeybenefitofthis
1680 processisthattheschedulebaselineismaintainedthroughouttheproject.Theinputsand
1681 outputsofthisprocessaredepictedinFigure56.
1682

1683

1684 Figure56.ControlSchedule:InputsandOutputs
1685
1686 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1687 whichprojectdocumentsareneeded.

1688 5.5.1ProjectManagementPlanComponents

1689 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1690 include,butarenotlimitedto:
1691 Schedulemanagementplan,
1692 Schedulebaseline,and
1693 Scopebaseline.

1694 5.5.2ProjectDocumentsExamples

1695 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1696 limitedto:
1697 Projectcalendars,
1698 Projectschedule,and
1699 Scheduledata.

1700 5.5.3ProjectManagementPlanUpdates

1701 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1702 include,butarenotlimitedto:
1703 Schedulemanagementplan,
1704 Schedulebaseline,and
1705 Costbaseline.

1706 5.5.4ProjectDocumentsUpdates

1707 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1708 limitedto:
1709 Assumptionlog,
1710 Basisofestimates,
1711 Projectschedule,
1712 Riskregister,and
1713 Scheduledata.

1714 5.6ControlCosts
1715 ControlCostsistheprocessofmonitoringthestatusoftheprojecttoupdatetheproject
1716 costsandmanagingchangestothecostbaseline.Thekeybenefitofthisprocessisthat
1717 thecostbaselineismaintainedthroughouttheproject.Theinputsandoutputsofthis
1718 processaredepictedinFigure57.
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1719

1720

1721 Figure57.ControlCosts:InputsandOutputs
1722
1723 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1724 whichprojectdocumentsareneeded.

1725 5.6.1ProjectManagementPlanComponents

1726 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1727 include,butarenotlimitedto:
1728 Costmanagementplan,and
1729 Costbaseline.

1730 5.6.2ProjectManagementPlanUpdates

1731 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1732 include,butarenotlimitedto:
1733 Costmanagementplan,and
1734 Costbaseline.

1735 5.6.3ProjectDocumentsUpdates

1736 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1737 limitedto:
1738 Assumptionlog,
1739 Basisofestimates,and
1740 Costestimates.

1741 5.7ControlQuality
1742 ControlQualityistheprocessofmonitoringandrecordingresultsofexecutingthe
1743 qualitymanagementactivitiestoassessperformanceandensuretheprojectoutputsare
1744 completeandmeetcustomerexpectations.Thekeybenefitsofthisprocessareidentifying
1745 thecausesofpoorprocessesorproductqualityandtakingactionstoeliminatethem,as
1746 wellasverifyingthatprojectdeliverablesandworkmeettherequirementsspecifiedby
1747 keystakeholdersforfinalacceptance.Theinputsandoutputsforthisprocessareshown
1748 inFigure58.
1749

1750

1751 Figure58.ControlQuality:InputsandOutputs
1752
1753 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1754 whichprojectdocumentsareneeded.

1755 5.7.1ProjectManagementPlanComponents

1756 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
1757 includes,butisnotlimitedto,thequalitymanagementplan.

1758 5.7.2ProjectDocumentsExamples

1759 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1760 limitedto:
1761 Qualitymetrics,and
1762 Testandevaluationdocuments.

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1763
5.7.3ProjectManagementPlanUpdates

1764 Acomponentoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1765 includes,butisnotlimitedto,thequalitymanagementplan.

1766 5.7.4ProjectDocumentsUpdates

1767 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1768 limitedto:
1769 Riskregister,and
1770 Testandevaluationdocuments.

1771 5.8ControlResources
1772 ControlResourcesistheprocessofensuringthatthephysicalresourcesassignedand
1773 allocatedtotheprojectareavailableasplanned,aswellasmonitoringtheplanned
1774 versusactualutilizationofresourcesandtakingcorrectiveactionasnecessary.Thekey
1775 benefitofthisprocessisensuringthattheassignedresourcesareavailabletothe
1776 projectattherighttimeandintherightplaceandarereleasedwhennolongerneeded.
1777 TheinputsandoutputsforthisprocessareshowninFigure59.
1778

1779

1780 Figure59.ControlResources:InputsandOutputs
1781
1782 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1783 whichprojectdocumentsareneeded.

1784 5.8.1ProjectManagementPlanComponents

1785 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
1786 includes,butisnotlimitedto,theresourcemanagementplan.

1787 5.8.2ProjectDocumentsExamples

1788 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1789 limitedto:
1790 Issuelog,
1791 Projectschedule,
1792 Resourcebreakdownstructure,
1793 Resourcerequirements,and
1794 Riskregister.

1795 5.8.3ProjectManagementPlanUpdates

1796 Acomponentoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1797 includes,butisnotlimitedto:
1798 Resourcemanagementplan,
1799 Schedulebaseline,and
1800 Costbaseline.

1801 5.8.4ProjectDocumentsUpdates

1802 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1803 limitedto:
1804 Issuelog,and
1805 Resourcebreakdownstructure.

1806 5.9MonitorCommunications
1807 MonitorCommunicationsistheprocessofensuringthattheinformationneedsofthe
1808 projectanditsstakeholdersaremet.Thekeybenefitsofthisprocessarethatit
1809 monitorstheeffectivenessandefficiencyoftheimplementedcommunications.Thisensures
1810 anoptimalinformationflowamongallcommunicationparticipantsatanymomentintime,
1811 andthattheimplementedcommunicationsarehavingthedesiredeffectofincreasing
1812
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supportorreducinganxietyandresistancetotheprojectanditsoutcomes.
1813
1814 TheinputsandoutputsofthisprocessaredepictedinFigure510.
1815

1816

1817 Figure510.MonitorCommunications:InputsandOutputs
1818
1819 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1820 whichprojectdocumentsareneeded.

1821 5.9.1ProjectManagementPlanComponents

1822 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1823 include,butarenotlimitedto:
1824 Resourcemanagementplan,and
1825 Communicationsmanagementplan.

1826 5.9.2ProjectDocumentsExamples

1827 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1828 limitedto:
1829 Issuelog,and
1830 Projectcommunications.

1831 5.9.3ProjectManagementPlanUpdates

1832 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1833 include,butarenotlimitedto:
1834 Communicationsmanagementplan,and
1835 Stakeholderengagementplan.

1836 5.9.4ProjectDocumentsUpdates

1837 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1838 limitedto:
1839 Issuelog,and
1840 Stakeholderregister.

1841 5.10MonitorRisks
1842 MonitorRisksistheprocessofmonitoringtheimplementationofagreeduponriskresponse
1843 plans,trackingidentifiedrisks,identifyingandanalyzingnewrisks,andevaluatingrisk
1844 processeffectivenessthroughouttheproject.Thekeybenefitofthisprocessisthatit
1845 enablesprojectdecisionstobebasedoncurrentinformationaboutoverallprojectrisk
1846 exposureandindividualprojectrisks.Theinputsandoutputsofthisprocessaredepicted
1847 inFigure511.
1848

1849

1850 Figure511.MonitorRisks:InputsandOutputs
1851
1852 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1853 whichprojectdocumentsareneeded.

1854 5.10.1ProjectManagementPlanComponents

1855 Anexampleofaprojectmanagementplancomponentthatmaybeaninputforthisprocess
1856 includes,butisnotlimitedto,theriskmanagementplan.

1857 5.10.2ProjectDocumentsExamples
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1858 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1859 limitedto:
1860 Riskregister,and
1861 Riskreport.

1862 5.10.3ProjectManagementPlanUpdates

1863 Anychangetotheprojectmanagementplanmustgothroughtheorganizationschange
1864 controlprocessviaachangerequest.Thismayaffectanycomponentoftheproject
1865 managementplan.

1866 5.10.4ProjectDocumentsUpdates

1867 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1868 limitedto:
1869 Assumptionlog,
1870 Issuelog,
1871 Riskregister,and
1872 Riskreport.

1873 5.11ControlProcurements
1874 ControlProcurementsistheprocessofmanagingprocurementrelationships,monitoring
1875 contractperformanceandmakingchangesandcorrectionsasappropriate,andclosingout
1876 contracts.Thekeybenefitofthisprocessisthatitensuresthatboththesellersand
1877 buyersperformancemeetstheprojectsrequirementsaccordingtothetermsofthelegal
1878 agreements.TheinputsandoutputsofthisprocessaredepictedinFigure512.
1879

1880

1881 Figure512.ControlProcurements:InputsandOutputs
1882
1883 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1884 whichprojectdocumentsareneeded.

1885 5.11.1ProjectManagementPlanComponents

1886 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocess
1887 include,butarenotlimitedto:
1888 Requirementsmanagementplan,
1889 Riskmanagementplan,
1890 Procurementmanagementplan,
1891 Changemanagementplan,and
1892 Schedulebaseline.

1893 5.11.2ProjectDocumentsExamples

1894 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1895 limitedto:
1896 Assumptionlog,
1897 Milestonelist,
1898 Requirementsdocumentation,
1899 Requirementstraceabilitymatrix,
1900 Riskregister,and
1901 Stakeholderregister.

1902 5.11.3ProjectManagementPlanUpdates

1903 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1904 include,butarenotlimitedto:
1905 Riskmanagementplan,

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1906 Procurementmanagementplan,
1907 Schedulebaseline,and
1908 Costbaseline.

1909 5.11.4ProjectDocumentsUpdates

1910 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1911 limitedto:
1912 Resourcerequirements,
1913 Riskregister,and
1914 Stakeholderregister.

1915 5.12MonitorStakeholderEngagement
1916 MonitorStakeholderEngagementistheprocessofmonitoringprojectstakeholder
1917 relationships,andadjustingstrategiesforengagingstakeholdersthroughmodificationof
1918 communicationstrategiesandplans.Thekeybenefitofthisprocessisthatitmaintains
1919 orincreasestheefficiencyandeffectivenessofstakeholderengagementactivitiesasthe
1920 projectevolvesanditsenvironmentchanges.
1921
1922 TheinputsandoutputsofthisprocessaredepictedinFigure513.

1923

1924 Figure513.MonitorStakeholderEngagement:InputsandOutputs

1925 5.12.1ProjectManagementPlanComponents

1926 Examplesofprojectmanagementplancomponentsthatmaybeinputsforthisprocessorare
1927 updatedasaresultofthisprocessinclude,butarenotlimitedto:
1928 Resourcemanagementplan,
1929 Communicationsmanagementplan,and
1930 Stakeholderengagementplan.

1931 5.12.2ProjectDocumentsExamples

1932 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1933 limitedto:
1934 Issuelog,
1935 Projectcommunications,
1936 Riskregister,and
1937 Stakeholderregister.

1938 5.12.3ProjectManagementPlanUpdates

1939 Componentsoftheprojectmanagementplanthatmaybeupdatedasaresultofthisprocess
1940 include,butarenotlimitedto:
1941 Resourcemanagementplan,
1942 Communicationsmanagementplan,and
1943 Stakeholderengagementplan.

1944 5.12.4ProjectDocumentsUpdates

1945 Projectdocumentsthatmaybeupdatedasaresultofthisprocessinclude,butarenot
1946 limitedto:
1947 Issuelog,
1948 Riskregister,and
1949 Stakeholderregister.

1950
6

1951
ClosingProcessGroup
1952 TheClosingProcessGroupconsistsoftheprocessesperformedtoconcludeallactivities
1953 acrossallProjectManagementProcessGroupstoformallycloseaprojectorphase.This
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1954 ProcessGroupverifiesthatthedefinedprocessesarecompletedwithinalloftheProcess
1955 Groupstoclosetheprojectorprojectphase,asappropriate,andformallyestablishes
1956 thattheprojectorprojectphaseiscomplete.
1957
1958 ThisProcessGroupmayalsoaddresstheearlyclosureoftheproject,forexample,aborted
1959 projectsorcancelledprojects.
1960
1961 TheClosingProcessGroup(Figure61)includestheprojectmanagementprocessidentified
1962 inFigure62.
1963

1964

1965 Figure61.ClosingProcessGroup

1966 6.1CloseProjectorPhase
1967 CloseProjectorPhaseistheprocessoffinalizingallactivitiesacrossallofthe
1968 ProjectManagementProcessGroupstoformallycompletetheproject,phase,orcontractual
1969 obligations.Thekeybenefitsofthisprocessarethatitprovideslessonslearned,the
1970 formalendingofprojectwork,andthereleaseoforganizationalresourcestopursuenew
1971 endeavors.TheinputsandoutputsofthisprocessaredepictedinFigure62.
1972

1973

1974 Figure62.CloseProjectorPhase:InputsandOutputs
1975
1976 Theneedsoftheprojectdeterminewhichcomponentsoftheprojectmanagementplanand
1977 whichprojectdocumentsareneeded.

1978 6.1.1ProjectManagementPlanComponents

1979 Allcomponentsoftheprojectmanagementplanmaybeinputstothisprocess.

1980 6.1.2ProjectDocumentsExamples

1981 Examplesofprojectdocumentsthatmaybeinputsforthisprocessinclude,butarenot
1982 limitedto:
1983 Assumptionlog,
1984 Basisofestimates,
1985 Changelog,
1986 Issuelog,
1987 Milestonelist,
1988 Projectcommunications,
1989 Qualitycontrolmeasurements,
1990 Requirementsdocumentation,
1991 Riskregister,and

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1992 Riskreport.

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