PMP Worksheets
reparation Worksheet #1
Project Integration Management  – Processes & activities   required to ensure that the various elements of the project are properly coordinated to meet
stakeholder expectations.
Area Process
4.1 Develop Project
Charter which formally
authorizes a project
4.2 Develop Preliminary
Project Scope
Statementwhich provides
a high level scope
description
4.3 Develop Project
Management Plan that
documents what is
needed to define, prepare,
integrate & coordinate all
subsidiary plans
Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
¨  Contract ¨  Project selection ¨  Project Charter Initiating Sponsor initiates the charter; charter
¨  SOW (includes methods includes 1) requirements to satisfy
business need, scope ¨  Project mgmt needs (“what”) 2) business needs that
description, strategic methodology the project addresses (“why”) 3)
plan) ¨  PMIS justification 4) named project manager
¨  EEF ¨  Expert judgment 5) milestones 6) assumptions 7)
¨  OPA (templates, constraints (“fixed dates”) 8) business
procedures) case 9) summary budget
¨  Project charter ¨  Project mgmt ¨  Preliminary project Initiating Scope includes 1) objectives 2)
¨  SOW methodology scope statement product requirements 3) acceptance
¨  EEF ¨  PMIS criteria 4) project deliverables 5)
¨  OPA ¨  Expert judgment constraints & assumptions 6) project
organization 7) initial risks 8)
milestones 9) initial WBS 10) high level
cost estimate 11) project configuration
mgmt requirements 12) approval
requirements
¨  Preliminary project ¨  Project mgmt ¨  Project Planning Plan includes 1) processes selected 2)
scope statement methodology management plan level of implementation 3) tools to be
¨  Project ¨  PMIS includes used 4) interactions 5) how to execute
management config mgmt system work 6) how to control changes 7) how
processes to identify changes to to do configuration mgmt 8) baselines
¨  EEF product and control use 9) communication needs 10)
¨  OPA changes project phases 11) key mgmt issues
¨  Expert judgment
Project Integration Management  – Processes & activities   required to ensure that the various elements of the project are properly coordinated to meet
stakeholder expectations.
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
4.4 Direct & Manage ¨  Project ¨  Project mgmt ¨  Deliverables Executin Actions include 1) perform activities 2)
Project Execution by management plan methodology ¨  Requested g spend money 3) train staff 4) manage
executing the work ¨  Approved corrective ¨  PMIS changes vendors 5) implement standards 6)
defined in the project actions ¨  Implemented create, control & validate deliverables
management plan to meet ¨  Approved preventive change requests 7) manage risk & risk response
requirements defined in actions ¨  Implemented activities 8) adapt scope changes as
the scope statement ¨  Approved change corrective actions needed 9) manage communications
requests ¨  Implemented 10) collect project data including cost
¨  Approved defect preventative actions & milestones 11) collect & document
repair ¨  Implemented lessons learned and process
¨  Validated defect defect repair improvement actions
report ¨  Work performance
¨  Administrative information (status,
closure procedure budget, % complete)
4.5 Monitor & Control ¨  Project ¨  Project mgmt ¨  Recommended Monitor & Actions include 1) compare actual vs.
Project Workthrough the management plan methodology corrective actions Control plan 2) determine corrective actions
processes required to ¨  Work performance ¨  PMIS ¨  Recommended needed 3) analyze risks & ensure
initiate, plan, execute & information ¨  Earned Value preventative actions corrective actions taken 4) maintain
close a project to meet ¨  Rejected change technique ¨  Forecasts information base 5) status reporting 6)
performance objectives requests ¨  Expert judgment ¨  Recommended forecasting
defined in the project defect repair
management plan ¨  Requested
changes
4.6 Integrated Change ¨  Project ¨  Project mgmt ¨  Approved change Monitor & Change control is needed because
Control by reviewing all management plan methodology requests Control projects seldom run according to
change requests, ¨  Requested changes ¨  PMIS ¨  Rejected change plan. Changes must be managed; also
approving changes & ¨  Work performance ¨  Expert judgment requests includes documenting changes and
controlling changes to the information ¨  Project only releasing approved
deliverables & ¨  Recommended management plan changes. Defect repair must be
 Project Integration Management  – Processes & activities   required to ensure that the various elements of the project are properly coordinated to meet
stakeholder expectations.
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
organizational process preventative actions (updates) validated and quality controlled.
documents ¨  Recommended ¨  Project scope  
corrective actions management Configuration management also
¨  Recommended (updates) occurs – identify changes, determine if
defect repair ¨  Approved changes have been implemented, and
¨  Deliverables corrective actions verify changes after complete.
¨  Approved  
preventative actions Every documented change must either
¨  Approved defect be accepted or rejected by some
repair authority.
¨  Validated defect
repair
¨  Deliverables
4.7 Close Project by ¨  Project ¨  Project mgmt ¨ Administrative Closing Updates after project completion
finalizing all activities management plan methodology closure procedure include 1) formal acceptance
across all of the project ¨  Contract ¨  PMIS ¨  Contract closure documentation (written) 2) project files
process groups to formally documentation ¨  Expert judgment procedure updated 3) project closure documents
close the project ¨  EEF ¨  Final product, prepared (even for projects halted
¨  OPA service or result before completion) 4) historical
¨  Work performance ¨  OPA (updates) information is used to update the
information “lessons learned” database
¨  Deliverables

  

Preparation Worksheet #2

Project Scope Management – Processes required to ensure that the project includes all the work required, and only the work
required, to complete the project successfully; focus on what is and what is not included in the project
 Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
5.1 Scope Planning by ¨  EEF ¨  Expert judgment ¨  Project scope Planning Project scope management plan
creating a project scope ¨  OPA ¨  Templates, forms, management plan includes 1) process to prepare detailed
management plan which ¨  Project charter standards scope based on preliminary scope 2)
includes how the WBS ¨  Preliminary project   process to create WBS from scope 3)
will be created & defined scope statement process to specify verification of
¨  Project deliverables 4) process to control
management plan scope changes
5.2 Scope Definitionby ¨  OPA ¨  Product analysis ¨  Project scope Planning Preparation of a detailed scope
developing a detailed ¨  Project charter ¨  Alternatives statement statement is critical to the project
project scope statement ¨  Preliminary project identification ¨  Requested success. Includes 1) objectives 2)
scope statement ¨  Expert judgment changes scope description 3) requirements 4)
¨  Project scope ¨  Stakeholder ¨  Project scope boundaries (excluded items) 5)
management plan analysis management plan deliverables 6) acceptance criteria 7)
¨  Approved change (updates) constraints 8) assumptions 9)
requests organization 10) risks 11) milestones
12) funding 13) cost estimate 14)
configuration management
requirements 15) project specifications
16) approval requirements
5.3 Create Work ¨  OPA ¨  WBS templates ¨  Project scope Planning Decomposition divides work into
Breakdown Structure ¨  Project scope ¨ Decomposition statement (updates) smaller elements by 1) identify
(WBS) by subdividing the statement ¨  WBS deliverables 2) structure and organize
deliverables & work into ¨  Project scope ¨  WBS dictionary WBS 3) decomposing upper WBS into
smaller, more management plan ¨  Scope baseline lower level detailed components 4)
manageable components ¨  Approved change ¨  Project scope assign ID codes to WBS components
requests management plan 5) verifying that degree of
(updates) decomposition is sufficient.
¨  Requested  
changes Each component must be assigned,
and defined in terms of how the project
will actually be executed and

5.4 Scope
Verificationthrough formal
acceptance of the
completed project
deliverables
5.5 Scope Control by
controlling changes to the
project scope
controlled.
¨  Project scope ¨  Inspection ¨  Accepted Monitor Scope verification is primarily
statement deliverables & Control concerned with acceptance of the
¨  WBS dictionary ¨  Requested scope by stakeholders
¨  Project scope changes
management plan ¨ Recommended
¨  Deliverables corrective actions
¨  Project scope ¨  Change control ¨  Project scope Monitor Uncontrolled changes called “scope
statement system statement (updates) & Control creep”. Change is inevitable, thus this
¨  WBS ¨  Variance analysis ¨  WBS (updates) process is needed
¨  WBS dictionary ¨  Replanning ¨  WBS dictionary
¨  Project scope ¨  Configuration (updates)
management plan management system ¨  Scope baseline
¨  Performance reports (updates)
¨  Approved change ¨  Requested
requests changes
¨  Work performance ¨ Recommended
information corrective action
¨  OPA (updates)
¨  Project
Management Plan
(updates)

Preparation Worksheet #3

Project Time Management  - Processes required to ensure timely completion of the project
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
6.1 Activity Definition by ¨  EEF ¨ Decomposition ¨  Activity list Planning The activity list does not include any
identifying the specific ¨  OPA ¨  Templates ¨  Activity attributes schedule activities that are not
activities that must be ¨  Project scope ¨  Rolling Wave ¨  Milestone list required as part of the project scope.  
performed to produce the statement planning ¨  Requested
Project Time Management  - Processes required to ensure timely completion of the project
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
various project ¨  WBS ¨  Expert judgment changes
deliverables ¨  WBS dictionary ¨  Planning component
¨  Project (control account,
management plan planning package)
6.2 Activity Sequencingby ¨  Project scope ¨  Precedence ¨  Project schedule Planning PDM (a.k.a Activity on Node) uses 4
identifying and statement diagramming method network diagrams types of dependencies (F-S, F-F, S-S,
documenting ¨  Activity list (PDM) ¨  Activity list S-F). 
dependencies among ¨  Activity attributes ¨  Arrow diagramming (updates)  
schedule activities ¨  Milestone list method (ADM) ¨  Activity attributes ADM (a.k.a. Activity on Arrow) uses
¨  Approved change ¨  Schedule network (updates) only F-S dependencies. Allows dummy
requests templates ¨  Requested activities to show logical
  ¨  Dependency changes relationships. (Usually shown as a
determination dashed line.)
¨  Applying leads and  
lags 3 types of dependencies - mandatory,
discretionary (best practices) and
external.
6.3 Activity Resource ¨  EEF ¨  Expert judgment ¨  Activity resource Planning  
Estimatingthrough ¨  OPA ¨  Alternatives analysis requirements
estimating the type & ¨  Activity list ¨  Published ¨  Activity attributes
quantity of resources ¨  Activity attributes estimating data (updates)
needed to complete each ¨  Resource availability ¨  Project ¨  Resource
activity ¨  Project management software breakdown structure
management plan ¨  Bottom-up ¨  Resource
estimating calendars (updates)
¨  Requested
changes
6.4 Activity Duration ¨  EEF ¨  Expert judgment ¨  Activity duration Planning  
Estimating by estimating ¨  OPA ¨  Analogous estimates
the number of work ¨  Project scope estimating (use actual ¨  Activity attributes
Project Time Management  - Processes required to ensure timely completion of the project
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
periods which will be statement duration of similar (updates)
needed to complete ¨  Activity list activity from past)
individual activities ¨  Activity attributes ¨  Parametric
¨  Activity resource estimating (hours per
requirements meter)
¨  Resource calendars ¨  Three-point
¨  Project estimates (average of
management plan most likely, optimistic
(risk register, activity & pessimistic)
cost estimates) ¨  Reserve analysis
6.5 Schedule ¨  OPA ¨  Schedule network ¨  Project schedule Planning Critical Path is the longest path
Developmentby analyzing ¨  Project scope analysis ¨  Schedule model through a network diagram and shows
activity sequences, statement ¨  Critical path method data earliest completion of a project. 
activity durations, and ¨  Activity list ¨  Schedule ¨  Schedule baseline  
resource requirements to ¨  Activity attributes compression ¨  Resource CPM uses the most likely estimate to
create the project ¨  Project schedule ¨  What-if scenario requirements calculate the float to determine project
schedule network diagrams analysis (updates) duration and scheduling flexibility.
¨  Activity resource ¨  Resource leveling ¨  Activity attributes  
requirements ¨  Critical chain (updates) Critical chain modifies schedule to
¨  Resource calendars method ¨  Project calendar account for limited resources. Define
¨  Activity duration ¨  Project (updates) critical path, then apply resources –
estimates management software ¨  Requested often path changes. 
¨  Project ¨  Applying calendars changes  
management plan ¨  Adjusting leads and ¨  Project Schedule can be showed as a network
(risk register) lags management plan diagram, bar chart (gantt), or milestone
¨  Schedule model (updates, including chart.
schedule
management plan)
6.6 Schedule Control – ¨  Schedule ¨  Progress reporting ¨  Schedule model Monitor Key measures include Schedule
controlling changes to the management plan ¨  Schedule change data (updates) & Control Variance (SV) and Schedule
 Project Time Management  - Processes required to ensure timely completion of the project
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
project schedule including ¨  Schedule baseline control system ¨  Schedule baseline Performance Index (SPI).
1) determining current ¨  Performance reports ¨  Performance (updates)  
status of project schedule ¨  Approved change measurement ¨  Performance Progress reporting includes actual
2) influencing factors that requests ¨  Project measurements start and finished dates, and remaining
cause changes 3) management software ¨  Requested durations for unfinished activities..
determining that the ¨  Variance analysis changes  
schedule has changed 4) ¨  Schedule ¨ Recommended Schedule revisions are a special
managing changes as comparison bar charts corrective actions category of schedule updates –
they occur ¨  OPA generally incorporated in response to
¨  Activity list approved change requests.  The
(updates) original schedule baseline and model
¨  Activity attributes are saved to prevent loss of data.
(updates)
¨  Project
management plan
(updates)

Preparation Worksheet #4

Project Cost Management  – processes in planning and controlling costs so that the project can be completed within budget
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
7.1 Cost ¨  EEF ¨  Analogous ¨  Activity cost Planning Top down / analogous estimating is
Estimatingthrough ¨  OPA estimating estimates generally less costly and less accurate
approximating the costs ¨  Project scope ¨  Determine resource ¨  Activity cost than other techniques.
of the resources needed statement cost rates estimate supporting Bottom-up estimating accuracy is
to complete project ¨  WBS ¨  Bottom-up detail (description, driven by size of work items being
activities ¨  WBS dictionary estimating basis of estimate, estimated. Reserve analysis includes
¨  Project ¨  Parametric assumptions, “known unknowns”.
Project Cost Management  – processes in planning and controlling costs so that the project can be completed within budget
Area Process
7.2 Cost Budgeting by
aggregating estimated
costs of individual
activities or work
packages to establish a
cost baseline
7.3 Cost Control by
influencing factors that
create cost variances &
controlling changes to the
project budget
Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
management plan estimating constraints, ROM) Project in initiation phase as rough
(schedule & staffing ¨  Project ¨  Requested order of Magnitude (ROM) of –
mgmt plan, risk management software changes 50/+100%, later could go to
register) ¨  Vendor bid analysis ¨  Cost management –10%/+15%
¨  Reserve analysis plan (updates)
¨  Cost of quality
¨  Project scope ¨  Cost aggregation ¨  Cost baseline Planning Cost baseline is a time-phased budget
statement ¨  Reserve analysis ¨  Project funding to measure and monitor cost
¨  WBS ¨  Parametric requirements performance.
¨  WBS dictionary estimating ¨  Cost management  
¨  Activity cost ¨  Funding limit plan (updates) Reserve are budgeted for unplanned,
estimates reconciliation ¨  Requested but potentially required, changes to
¨  Activity cost changes project scope and cost – not part of the
estimate supporting project cost baseline or earned value.
detail  
¨  Project schedule Project funding requirements are
¨  Resource calendars derived from the cost baseline.
¨  Contract
¨  Cost management
plan
¨  Cost baseline ¨  Cost change control ¨  Cost estimate Monitor ¨  PV - Planned Value (also Budget
¨  Project funding system (updates) & Control at Completion BAC)
requirements ¨  Performance ¨  Cost baseline ¨  EV - Earned Value
¨  Performance reports measurement (updates) ¨  AC - Actual Cost
¨  Approved change analysis ¨  Performance ¨  ETC – Estimate to Complete
requests ¨  Forecasting measurements ¨  EAC – Estimate at Completion
¨  Project ¨  Project ¨  Forecasted Formulas to remember:
management plan management reviews completion ¨  Schedule Variance = EV-PV 
¨  Project ¨  Requested ¨  Cost Variance = EV-AC  
management software changes ¨  Schedule Performance Index =
Project Cost Management  – processes in planning and controlling costs so that the project can be completed within budget
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
¨  Variance ¨ Recommended EV/PV  
management corrective actions ¨  Cost Performance Index =
¨  Organizational EV/AC (<1.0 overrun, 1.0 on budget,
process assets > 1.0 underrun)
(updates) ¨  SPI, CPI used to forecast
¨  Project completion date and project cost
management plan projection
(updates)  

Preparation Worksheet #5

Project Quality Management  – processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality management
system
Area Process
8.1 Quality Planning by
identifying which quality
standards are relevant to
the project and
determining how to satisfy
them
Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
¨  EEF ¨  Cost-benefit ¨  Quality Planning Quality is “the degree to which a set of
¨  OPA analysis management plan inherent characteristics fulfill
¨  Project scope ¨ Benchmarking ¨  Quality metrics requirements”
statement ¨  Design of ¨  Quality checklists
Customer Satisfaction: Conformance
¨  Project experiments ¨  Process
to requirements, specifications, and
management plan ¨  Cost of quality improvement plan
fitness for use.
(COQ) (steps to analyze
¨  Additional quality processes to identify Quality is planned in, not inspected in.
planning tools waste & non-value Cost of quality is total cost of all efforts
added items related to quality.  Project may not
¨  Quality baseline reap benefits since they are later in
¨  Project product lifecycle (i.e. lower returns)
management plan
(updates)
Project Quality Management  – processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality management
system
Area Process
8.2 Perform Quality
Assurance by employing
activities to ensure the
project employs all
processes needed to
meet requirements
8.3 Perform Quality
Control by monitoring
specific project results to
determine if they comply
with relevant quality
standards and identifying
ways to eliminate causes
of unsatisfactory
performance
Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
¨  Quality ¨  Quality planning ¨  Requested Executing Deming: Plan, Do, Check, Act
management plan tools and techniques changes
Kaizen (Continuous Improvement):
¨  Quality metrics ¨  Quality audits ¨ Recommended
Small improvements in products or
¨  Process ¨  Process analysis corrective actions
processes to reduce costs and ensure
improvement plan ¨  Quality control tools ¨  Process analysis
consistency of products or services.
¨  Work performance and techniques ¨  Quality control
information tools and techniques ISO 9000:  An international standard
¨  Approved change thatdescribes a recommended quality
requests system.  Does not include quality
¨  Quality control procedures or forms.
measurements Heuristic is a rule of thumb (e.g. Rule
¨  Implemented of Seven)
change requests
¨  Implemented
corrective actions
¨  Implemented defect
repair
¨  Implemented
preventative actions
¨  Quality ¨  Cause and effect ¨  Quality control Monitor & ¨  +/- 1 sigma = 68.26%
management plan diagram measurements Control ¨  +/- 2 sigma = 95.46%
¨  Quality metrics ¨  Control charts ¨  Validated defect ¨  +/- 3 sigma = 99.73%
¨  Quality checklists ¨  Flowcharting repair ¨  +/- 6 sigma = 99.99 %
¨  OPA ¨  Histogram ¨  Quality baseline
Variable: Characteristicto be measured
¨  Work performance ¨  Pareto chart (updates)
(e.g. size, shape)
information ¨  Run chart ¨ Recommended
Attribute:  The measurement (e.g.
¨  Approved change ¨  Scatter diagram corrective actions
inches, pounds)
requests ¨  Statistical sampling ¨ Recommended
StatisticalIndependence: The
¨  Deliverables ¨  Inspection preventative actions
probability of 1 event occurring does
¨  Defect repair review ¨  Requested
 Project Quality Management  – processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality management
system
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
changes not affect the probability of another
¨ Recommended event occurring.
defect repair
¨  OPA
¨  Validated
deliverables
¨  Project
management plan
(updates)

Preparation Worksheet #6

Project Human Resource Management – process the organize & manage the project team
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
9.1 Human Resources ¨  EEF (organizational, ¨  Organization charts ¨  Roles and Planning
Staff management plan includes 1)
Planning by identifying, technical, and position responsibilities (role,
staff acquisition 2) timetable 3) release
documenting project interpersonal, descriptions authority,
criteria 4) training needs 5) recognition
roles, responsibilities & logistical & political) (hierarchical charts, responsibility,
& rewards 6) compliance 7) safety
reporting relationships as ¨  OPA (templates, matrix charts, text competencies
well as creating the checklists) formats) – required)
staffing management plan ¨  Project responsibility ¨  Project
management plan assignment matrix organization charts
(activity resource (RAM) ¨  Staffing
requirements) ¨  Networking management plan
¨ Organizational
Project Human Resource Management – process the organize & manage the project team
Area Process Inputs Tools and Techniques
9.2 Acquire Project ¨  EEF
Teamby getting the ¨  OPA
human resources needed ¨  Roles and
to complete the project responsibilities
¨  Project organization  
charts
¨  Staffing
management plan
9.3 Develop Project ¨  Project staff
Teamby improving assignments
competencies & ¨  Staffing
interactions to enhance management plan
project performance ¨  Resource availability
9.4 Manage Project ¨  OPA
Outputs / Process Other Notes
Deliverables Group
theory
¨  Pre-assignment ¨  Project staff Executing Conflict Resolution Techniques:
¨  Negotiation assignments ¨  Problem Solving (Address
¨  Acquisition ¨  Resource interests)
¨  Virtual teams availability ¨ Compromising (Middle ground)
¨  Staffing ¨  Forcing (Impose judgement)
management plan ¨  Withdrawal (Avoidance)
(updates) ¨  Smoothing (Peace keeping)
PMI recommends Problem Solving as
best choice followed by
compromising. Forcing is last.
¨  General ¨  Team performance Executing Maslow’s Hierarchy of Needs (in
management skills assessment includes order):
¨  Training 1) improvements in ¨  Physiological (Lowest)
¨  Team-building skills for individuals ¨  Safety
activities 2) improvements in ¨  Social
¨  Ground rules competencies for the ¨  Esteem
¨  Co-location group as a whole 3) ¨  Self-Actualization (Highest)
¨  Recognition and reduce staff turnover
MacGregor’s Theory X – People must
rewards rate
be constantly watched.  They are
incapable, avoid responsibility, and
avoid work.
MacGregor’s Theory Y – People are
willing to work without supervision and
want to achieve.
Ouchi's Theory Z - People work
effectively when secure, consulted and
held collectively responsible.
¨  Observation and ¨  Requested Monitor & Lessons learned documentation can
 Project Human Resource Management – process the organize & manage the project team
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
Teamby tracking member ¨  Project staff conversation changes Control include 1) org charts as templates 2)
performance, providing assignments ¨  Project performance ¨  Recommended rules or techniques that were
feedback, resolving ¨  Roles and appraisals corrective actions particularly successful 3) virtual teams,
issues and coordinating responsibilities ¨  Conflict ¨  Recommended location items that were successful 4)
changes to enhance ¨  Project management preventative actions special skills discovered during the
project performance organizational charts ¨  Issue log ¨  OPA (updates) project
¨  Staffing ¨  Project
management plan management plan
¨  Team performance (updates)
assessment
¨  Work performance
information
¨  Performance reports

Preparation Worksheet #7

Project Communications Management  – Processes required to ensure timely and appropriate generation, collection,
dissemination, storage and ultimate disposition of project information; provide the critical links among people & information
that are needed for successful communications
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
10.1 Communication ¨  EEF ¨ Communications ¨ Communications Planning Communication Methods:
Planning by determining ¨  OPA requirements analysis management plan ¨  Formal Written – Project
the information and ¨  Project scope ¨ Communications (provides 1) Plans/Charters
communications needs of statement technology stakeholder ¨  Formal Verbal – Presentations,
the stakeholders ¨  Project requirements 2) info Speeches
management plan to be communicated ¨  Informal Written – Memos, e-mail
(constraints, 3) responsibility 4) ¨  Informal Verbal – Meetings,
 Project Communications Management  – Processes required to ensure timely and appropriate generation, collection,
dissemination, storage and ultimate disposition of project information; provide the critical links among people & information
that are needed for successful communications
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
assumptions) methods & frequency Conversations
5) escalation 6)
Comm. Channels:  N(N-1)/2 where N
updating )
is equal to the number of people.
¨   
10.2 Information ¨ Communications ¨ Communications ¨  OPA Executing
PM should spend 70 - 90% of their
Distributionthrough management plan skills ¨  Requested
time communicating.
making needed ¨  Information changes
information available to gathering and Basic elements of communication:
project stakeholders in a retrieval systems ¨  Sender (or encoder)
timely manner ¨  Information ¨  Message.
distribution methods ¨  Receiver (or decoder)
¨  Lessons learned
process
10.3 Performance ¨  Work performance ¨  Information ¨  Performance Monitor & Performance Reporting Tools:
Reporting by collecting information presentation tools reports Control ¨  Status Report
and disseminating ¨  Performance ¨  Performance ¨  Forecasts ¨  Progress Report
performance information measurements information gathering ¨  Requested ¨  Trend Report
including status reporting, ¨  Forecasted and compilation changes ¨  Forecasting Report
progress measurement & completion ¨  Status review ¨  Recommended ¨  Variance Report
forecasting ¨  Quality control meetings corrective actions ¨  Earned Value**
measurements ¨  Time reporting ¨  OPA
¨  Project systems
management plan ¨  Cost reporting
(performance systems
measurement
baseline)
¨  Approved change
 Project Communications Management  – Processes required to ensure timely and appropriate generation, collection,
dissemination, storage and ultimate disposition of project information; provide the critical links among people & information
that are needed for successful communications
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
requests
¨  Deliverables
10.4 Manage ¨ Communications ¨ Communications ¨  Resolved issues Monitor &  
Stakeholders by management plan methods ¨  Approved change Control
managing ¨  OPA ¨  Issue logs requests
communications to satisfy ¨  Approved
he requirements of, and corrective actions
resolve issues with, ¨  OPA
project stakeholders ¨  Project
management plans
(updates)
  

Preparation Worksheet #8

Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is   to increase the probability &
impact of positive events and to decrease the probability and impact of adverse events
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
11.1 Risk Management ¨  EEF ¨  Planning Meetings ¨  Risk Management Planning Risk management plan includes
Planning by deciding how ¨  OPA and analysis Plan methodology, roles, responsibilities,
to approach, plan & ¨  Project scope budget, timing, scoring / interpretation,
execute the risk statement thresholds, reporting, tracking, etc.
management activities for ¨  Project
Risk Categories:
a project management plan
¨  Technical
¨  Project management
Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is   to increase the probability &
impact of positive events and to decrease the probability and impact of adverse events
Area Process
11.2 Risk Identificationby
determining which risks
might affect the project
and documenting their
characteristics
11.3 Qualitative Risk
Analysisby prioritizing
risks for further analysis
or action by assessing &
combining their
probability of occurrence
& impact
11.4 Quantitative Risk
Analysisthrough
numerically analyzing the
effect on overall project
objectives of identified
risks
Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
¨ Organizational
¨  External
¨  EEF ¨ Documentation ¨  Risk register Planning Risk Components:
¨  OPA reviews (includes list of risks, ¨  Risk event
¨  Project scope ¨  Information potential responses, ¨  Risk event probability
statement gathering techniques root causes, and ¨  Risk event consequence
¨  Risk management ¨  Checklist analysis updated risk ¨  Risk event status
plan ¨  Assumptions categories)
¨  Project analysis
management plan ¨  Diagramming
techniques
¨  OPA ¨  Risk probability and ¨  Risk register Planning Use of low precision data may lead to
¨  Project scope impact assessment (updates) faulty analysis.
statement ¨  Probability and
Risks calculated as high or moderate
¨  Risk management impact matrix
would be prime candidates for further
plan ¨  Risk data quality
analysis.
¨  Risk register assessment
¨  Risk categorization
¨  Risk urgency
assessment
¨  OPA ¨  Data gathering and ¨  Risk register Planning Quantitative analysis follows
¨  Project scope representation (updates) including qualitative analysis. 
statement techniques 1) probabilistic
Objectives include:
¨  Risk management ¨  Quantitative risk analysis of the
¨  Determine probability of reaching
plan analysis and modeling project for schedule
project objectives
¨  Risk register techniques (sensitivity & cost outcomes 2)
¨  Determine size of contingency
¨  Project analysis, expected prioritized list of
needed
management plan monetary value quantified risks 3)
¨  Identify risks requiring most
Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is   to increase the probability &
impact of positive events and to decrease the probability and impact of adverse events
Area Process
11.5 Risk Response
Planning by developing
options & actions to
enhance opportunities &
reduce threats to project
objectives
11.6 Risk Monitoring
and  Controlby keeping
track of identified risks,
monitoring residual risks
and identifying new risks,
executing risk response
plans and evaluating their
effectiveness throughout
the project life cycle
Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
(schedule analysis, and decision trends in quantitative attention based on their priority
management plan, tree analysis, risk results) ¨  Identify realistic cost and scope
cost management modeling & targets
plan) simulation)
¨  Risk management ¨  Strategies for ¨  Risk register Planning Contingency Plan is a management
plan negative risk or (updates) plan that identifies alternative
¨  Risk register threats (avoid, ¨  Project strategies to be used to ensure project
transfer or mitigate) management plan success if specified risk events occur.
¨  Strategies for (updates)
Fallback plan is a management plan
positive risks or ¨  Risk-related
that identifies alternative project
opportunities (exploit, contractual
approaches if the risk has high impact,
share or enhance) agreements
or if the strategy might not be fully
¨  Strategy for both
effective. 
risks and
opportunities Contingency Reserve accounts for
(acceptance) known risks that have been accepted.
¨  Contingency Secondary risks arise from
response strategy implementing the contingency plan. 
¨  Risk management ¨  Risk reassessment ¨  Risk register Monitor Purpose of Risk Monitoring is to
plan ¨  Risk audits (updates) & Control determine if:
¨  Risk register ¨  Variance and trend ¨  Requested ¨  Risk responses implemented as
¨  Approved change analysis changes planned
requests ¨  Technical ¨ Recommended ¨  Risk response actions were as
¨  Work performance performance corrective actions effective as planned
information measurement ¨ Recommended ¨  Project assumptions are still valid
¨  Performance reports ¨  Reserve analysis preventative actions ¨  Risk trigger has occurred
¨  Status meetings ¨  OPA ¨  Risk exposure has changed
¨  Project  
 Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is   to increase the probability &
impact of positive events and to decrease the probability and impact of adverse events
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
management plan
(updates)

Preparation Worksheet #9

Project Procurement Management  – processes required to acquire goods and services from outside the performing team; administering contractual obligations
placed on the project team by the contract
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
12.1 Plan Purchases and ¨  EEF ¨  Make or buy ¨  Procurement Planning Contract Type:
Acquisitionsby ¨  OPA analysis management plan ¨  FP – Fixed Price or Lump
determining what to ¨  Project scope ¨  Expert judgment ¨  Contract statement sum. (Simplest form is PO) – risk on
purchase or acquire and statement ¨  Contract types of work – needs to seller
when to do it ¨  WBS be clear, complete ¨  CR – Cost Reimbursable (cost
¨  WBS dictionary and concise plus fee, cost plus fixed fee or cost
¨  Project ¨  Make or buy plus incentive fee) – place risk on
management plan decisions buyer
(risk register, risk- ¨  Requested ¨  T&M – Time and Materials
related contractual changes (aspects of FP and CR contracts)  -
agreements, resource Moderate cost risk to buyer.)
requirements, project
 
schedule, activity cost
estimates, cost
baseline)
12.2 Plan Contracting by ¨  Procurement ¨  Standard forms ¨  Procurement Planning
Procurement management plan can
Project Procurement Management  – processes required to acquire goods and services from outside the performing team; administering contractual obligations
placed on the project team by the contract
Area Process
documenting products,
services & results
requirements and
identifying potential
sellers
12.3 Request Seller
Responses by obtaining
information, quotations,
bids offers or proposals
12.4 Select Sellers by
reviewing offers, choosing
among potential sellers,
and negotiating a written
contract
Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
management plan ¨  Expert judgment documents
include 1) type of contract 2)
¨  Contract statement ¨  Evaluation criteria
independent estimates 3) standardized
of work (can include cost,
procurement documents 4) constraints
¨  Make or buy technical capability,
& assumptions 5) lead times for
decisions financial capacity,
contracting coordination 6) make-or-
¨  Project business type,
buy documentation 7) scheduled dates
management plan references, etc…)
in contracts 8) performance metrics for
(risk register, risk- ¨  Contract statement
managing contracts
related contractual of work (updates)
agreements, resource
requirements, project
schedule, activity cost
estimates, cost
baseline)
¨  OPA ¨  Bidder conferences ¨  Qualified sellers list Executing All bidders conference Q&A should be
¨  Procurement ¨  Advertising ¨  Procurement put in writing and issued to all potential
management plan ¨  Develop qualified document package sellers as an addendum to the
¨  Procurement sellers list ¨  Proposals procurement docs.
documents
¨  OPA ¨  Weighting system ¨  Selected sellers Executing Objectives of Negotiation:
¨  Procurement ¨  Independent ¨  Contract ¨  Obtain a fair and reasonable price
management plan estimates ¨  Contract ¨  Develop a good relationship with
¨  Evaluation criteria ¨  Screening system management plan the seller (should be a win-win
¨  Procurement ¨  Contract negotiation ¨  Resource situation)
document package ¨  Seller rating availability
Items to negotiate include:
¨  Proposals systems ¨  Procurement
Responsibilities, authority, applicable
¨  Qualified sellers list ¨  Expert judgment management plan
law, technical and business mgmt
¨  Project ¨  Proposal evaluation (updates)
approaches, contract financing, and
Project Procurement Management  – processes required to acquire goods and services from outside the performing team; administering contractual obligations
placed on the project team by the contract
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
management plan techniques ¨  Requested
price.
(risk register, risk- changes
related contractual
agreements, resource
requirements, project
schedule, activity cost
estimates, cost
baseline)
12.5 Contract ¨  Contract ¨  Contract change ¨  Contract Monitor & Contracts are often managed by a
Administrationby ¨  Contract control system documentation Control contract department who have
managing contract & management plan ¨  Buyer-conducted ¨  Requested authority and responsibility for
relationship between the ¨  Selected sellers performance review changes contracts. The PM must work closely
buyer & seller; ¨  Performance reports ¨  Inspections and ¨  Recommended with this group to ensure that project
documenting ¨  Approved change audits corrective actions objectives are met.
performance to establish requests ¨  Performance ¨  OPA
corrective actions, and ¨  Work performance reporting ¨  Project
manage contract change information ¨  Payment system management plan
¨  Claims (updates)
administration
¨  Records
management system
¨  Information
technology
12.6 Contract ¨  Procurement ¨  Procurement audits ¨  Closed contracts Closing Centralized Contracting – A separate
Closurethrough management plan ¨  Records ¨  OPA (update contracting office handles contracts for
completing and settling ¨  Contract management system contract file, all projects.
each contract, including management plan deliverable
Decentralized Contracting – A contract
resolution of any open ¨  Contract acceptance, and
administrator is assigned to each
Project Procurement Management  – processes required to acquire goods and services from outside the performing team; administering contractual obligations
placed on the project team by the contract
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
items documentation lessons learned
project.
¨  Contract closure documentation)
procedure