# 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98

Develop Project Develop a Manage Project ment Charter Plan

K G # A p Initiation

Process

Integration Management

Execution

Perform Monitoring Collect Close Integrated Define & Control Require Project Change Scope Project ments / Phase Control Work

Monitoring & Control

Direct & Manage Project

Input STATEMENT OF WORK BUSINESS CASE CONTRACT EEF & OPA Project Charter Output from Planning Processes has got 2 areas EEF & OPA Project Management Plan Approved Change Requests EEF & OPA

Tools & Technique Expert Judgment by Consultants, SME's, PMO for suggestions, advices or knowledge

Output Project Charter

Plannin g

Expert Judgment by Consultants, SME's, PMO for suggestions, advices or knowledge

Project Management Plan

Expert Judgment by Consultants, SME's, PMO for suggestions, advices or knowledge Project Management Information Systems

7 Scope Management Monitoring Planning & Control

Project Management Plan Performance Reports EEF & OPA Project Management Plan Work Performance Information Change Requests EEF & OPA Project Management Plan Accepted Deliverables OPA Project Charter Stakeholder Register Project Charter Requirements Documentation OPA Project Scope Statement Requirements Documentation OPA Project Management Plan Requirements Documentation Requirement Traceability Matrix Validated Deliverables Project Management Plan Requirements Documentation Requirement Traceability Matrix Work Performance Information OPA Scope Baseline EEF & OPA

Expert Judgment by Consultants, SME's,

Expert Judgment by Consultants, SME's, PMO for suggestions, advices or knowledge Change Control Meetings -- discussion to evaluate and review the change requests.

Deliverables Work Performance Information Change Requests Project Management Plan Updates Project Document Updates Change Requests Project Management Plan Updates Project Document Updates Change Request Status Update Management Plan Project Updates Project Document Updates Final Product, Service or Result Org. Process Updates Requirements Documentation Requirements Management Plan Requirement Traceability Matrix Project Scope Statement Project Document Updates WBS WBS Dictionary Scope Baseline Accepted Deliverables Change Request Project Document Updates Change Requests Project Management Plan OPA

Closure

Expert Judgment by Consultants, SME's, PMO for suggestions, advices or knowledge

1. Interviews 2. Focus Groups 3. Facilitated Workshops 4. Group Creativity Techniques a. Brainstorming b. Nominal Group Technique c. Delphi Technique 5. Group Decision Making Techniques 1. Facilitated Workshops

Create WBS

Decomposition 1. Identify the Major Deliverables 2. Structure WBS

Inspection

10

Defi ne Control Scope Activ ities

Verify Scope

Variance Analysis --Comparing the actual work to the base lined and see if there is any corrective action to be taken

11

12

13

14 Time Management Planning

15

16

17

18 Cost Management Planning

19

20

21

22

23

Decomposition - Breaking down the work packages into one or many activities. This should be done with the help of team Activity List members for better understanding. of progressive elaboration. Detailed planning is done for the immediately occurring activities Rolling Wave Planning -- It is a form Activity Attributes and high level planning is done forSME's, PMO for suggestions, example,or knowledge. Expertise or expert advice in this Activities Expert Judgment by Consultants, the work occurring later. For advices week 1 Activities -- Detailed planning, Week 5 case Milestone List includes suggested activities to complete a rectangles to denote the technically. arrows to denote the sequencing. Activity List, Activity Attributes, Precedence Diagramming Method -- Using work packages, may be activities and Project Schedule Network Milestone List Diagrams Dependency Determination -- Logical relationships are a result of existing Dependencies. Project Scope Statement Activity List, Attributes updates Due to the nature of Lags -- Delays or acceleration between activities are called lags and leads respectively. Applying Leads and the dependencies, there are 3 Types of Dependencies. EEF Requested Changes Schedule Network Templates -- Utilizing some portion of network diagram of a previous similar project. Activity Resource Activity List, Activity Attributes Bottom Up Estimating -- Estimating an activity after it is decomposed into sub-activity which is more accurate. Requirements Resource Breakdown Resource Calendars Published Estimating Data -- Using the known figures taken based on the past projects or industry benchmarks. Structure Project Document Updates EEF & OPA Alternatives Analysis -- Identifying different resource types, skill levels. Three Point Estimate -- To estimate the duration of an activity this estimation tool can be used. It is also called PERT formula, the Activity List, Activity Attributes Activity Duration Estimates formula is Estimating -- Using past data derive a formula and pass the data related to the current project. This estimation will Parametric Resource Calendars Project Document Updates take the parameters. or Top Down Estimation -- Using the past project duration estimation for the current project, this can be Analogous Estimation Activity Resource Requirements applied only to the-- This is to identify the this can be applied when there is limited amount of information. Good for early phases Reserve Analysis similar projects. Also buffer to the duration estimation, the buffer is required due to the risks which may Project Scope Statement increase the duration. This may be a percentage of activity duration or based on the quantitative risk analysis. EEF & OPA Activity List, Activity Attributes Schedule Network Analysis -Project Schedule Project Schedule Network Critical Path Method Schedule Baseline Diagram Critical Chain Method -- CPM with resource limitations. Activity Resource Requirements Resource Calendars Resource Leveling -- to address certain resources available only at certain time periods. Activity Durations Estimates What-if Scenario Analysis --Analyzing the different scenarios and their impact on schedule. Montecarlo analysis Applying Leads and Lags -- Delays or acceleration between activities are called lags and leads respectively. Project Scope Statement Schedule Compression -- shorten the project schedule without changing the scope. EEF & OPA Scheduling Tools -- MS Project Performance Reviews --Reporting to stakeholders on Actual activity start and end date along with the remaining durations of the Work Performance Project Schedule other activities and-- Variance is the difference between the target start date and end date against the actual start date and end Measurements Variance Analysis percentage completion of each activity. Work Performance Information Change Request date and reasons for the variance. Project Management Plan OPA updates Analogous Estimating / Gross Value Estimating / Top Down Approach -- Using estimates of similar past projects and can be Scope Baseline Activity Cost Estimates applied only during the early phases of project and only limited information is available. Project Schedule Bottom Up Estimating -- Estimating the costs at the work package level or activity level and then rolling it up. Basis of Estimate (BOE) HR Plan Parametric Estimating -- Deriving a formula using the past project statistics and applying the same for the current project. Risk Register Three Point Estimates--Reserve Analysis -- When estimating cost, setting aside a certain amount to deal with risks. 2 types of reserves EEF & OPA Cost Aggregation -- Summing of all estimated cost at the work package level or activities level to higher level components results Activity Cost Estimates, BOE Cost Performance Baseline in overallLimit Reconciliation --project. Funding cost estimate of the Time phased cost estimates should align with the available funding for the given time period. Project Schedule Otherwise the activities needs to be re-scheduled. aside a certain amount to deal with risks. 2 types of reserves Reserve Analysis -- When estimating cost, setting Resource Calendars Contracts Expert Judgment OPA Work Performance Cost Performance Baseline Earned Value Method -- A technique used to forecast the project performance by cost and schedule at any point of time. Measurements Forecasting -- Predicting the final cost and schedule of a project based on the current performance. This is useful to keep the Project Funding Requirements Forecasted Completions stakeholders informed about the likely changes. Work Performance Information Change Requests OPA 1. Cost-Benefit analysis -- Primary cost of meeting the quality requirements and the primary benefit in terms of less re-work. Scope Baseline Quality Management Plan Cost Performance Baseline Quality Metrics Schedule Baseline Quality Check List Stakeholder Register Process Improvement Plan Risk Register EEF & OPA Quality Audits -- These are structured independent reviews to check if the project is following the specified processes, procedures Project Management Plan Change Requests and policies. It will-- it follows the process external team plan, Identify the non-value may beactivities and identify the process Process Analysis be done by internal or improvement but not the project team. It added scheduled or random. Quality Metrics improvements. Work Performance Information Quality Control Tools -- it is used for the quality assurance. Project Management Plan Cause and Effect Diagram / Fish Bone Diagram / Ishikawa Diagram -- It helps to identify and list causes of a defect. Quality Control Measurements Control Charts -- it is used to determine whether the process is stable or not, if the results in a process in within the acceptable Quality Metrics Validated Deliverables limit then it need not be adjusted. Pareto Charts -- Specific types of histograms where defects are ordered by frequency of occurrence. Objective is to focus on Quality Checklists Change Requests Histograms -- Its a bar chart that shows the distribution of defects. The height of a bar shows the occurrence of a defect. highly occurring defect. Deliverables Work Performance Information Flowcharting -- Showing the order of process execution. Run Charts -- It display the history and the pattern variation. It is a line graph used for Trend Analysis. Scatter Diagrams -- Patterns of relationships between 2 variables, these may be dependent or independent variables. Statistical Sampling -- Choosing part of the deliverables and study the same, it is assumed that this small samples will represents the whole lot.Examination of the result to determine if they comply to quality standards, it also called audits, peer reviews and Inspection -walk through.

Monitoring & Control

Quality Management Executi on

Perform Quality Control

Monitoring & Control

Perform Quality Assura nce

Plan Quality

Planning

Control Costs

Determine Budget

Control Estimate Cost Schedul e

Monitori ng

Develop Schedule

Estimate Activity Durations

Estimat e Activity Resour ces

Sequence Activities

K G # # A p 99 100 1 24 101 102 103 25 104 105 106 107 108 26 109 110 111 112 113 27 114 115 116 117 28 118 119 120 121 29 122 123 124 30 125 126 127 128 31 129 130 131 132 133 32 134 135 136 137 33 138 139 140 141 142 143 34 144 145 146 147 148 149 150 35 151 152 153 154 36 155 156 157 158 37 159 160 161 162 38 163 164 165 166 167 168 39 169 170 171 172 173 174 175 176 177 40 178 179 180 181 182 183 184 41 185 186 187 188 189 42 190 191 IntegrationResource Management Human Management Planning Initiation Execution Communication Planning Initiatio n Execution Monitoring & Control Risk Management Planning Monitoring & Control Procurement Management Planning Execution Monitoring & Control Closure

Process Distribu Identify Develop Plan Risk Report Manage te Plan Acquire Develop a Stakeh Manage Develop Project Human Manageme Performan Stakeholder Informa Communic Project Project olders Project Team Team Resource nt ce Expectations tion ations Team Charter Plan

Input EEF & OPA Activity Resource Estimate

EEF & OPA HR Plan Project Staff Assignments Resource Calendars Project Management Plan

Tools & Technique Organizational Theory -- Giving information on behavior of team or people in the organization. It shortens the time to get the output since it is proven or already used. Networking -- Interacting with the people in the industry or external to the organization to know the latest trends in the industry. Organizational Chart and Position descriptions -- 3 ways to describe roles and responsibilities. They are Text Oriented Format -- Detailed description of Responsibility, Authority, Competency and qualification. This is also called Position Description and Authority Forms. 1. Pre-assignment -- Resources are already allocated to the project, it is because staff were promised as part of the competitive proposal or defined in the project charter for the internal projects

Output HR Plan

HR Plan OPA Project Staff Assignments Work Performance Information Team Performance Assessments Project Charter Procurement Documents EEF & OPA Stakeholder Register Stakeholder Management Strategy EEF & OPA Project Management Plan Performance Reports OPA Project Management Plan Stakeholder Register Stakeholder Management Strategy Issue Log, Change Log OPA Project Management Plan Work Performance Information Work Performance Measurements Budget Forecasting Project Scope Statement Cost Management Plan, Schedule Management Plan Communication Management Plan EEF & OPA Risk Management Plan EEF & OPA Scope Baseline Activity Cost Estimates Activity Durations Estimates Stakeholder Register Cost Management Plan, Schedule Management Plan Quality Management Plan Project Docs Risk Register Risk Management Plan Project Scope Statement OPA Risk Register Risk Management Plan Cost Management Plan, Schedule Management Plan OPA Risk Register Risk Management Plan

Project Staff Assignments Resource Calendars Project Management Plan 1. Interpersonal Skills or Soft Skills --it is a must for developing project team which includes leadership skills, soft skills, empathy, Updates Team Performance influence, groupenhance the competencies of the team members on technical, soft skills, management related. Unplanned Assessment 2. Training -- to facilitation. EEF Updates training happened through observation, conversation and appraisals. 3. Team Building Activities -- its an activities to improve team cohesiveness or togetherness. It can be off-site or in meeting room, thisGround Rules -- setting clear expectation on acceptable behavior. 4 . is useful for the multi-located teams. It improves working relationships. 5. Co-location - placing team members in same physical location on temporary. 6. Rewards and Recognitions -- Identifying the desirable behavior and achievements. Interpersonal Skills --Leadership -- Ability to inspire to achieve goals and communicate vision. Change Request Influencing -- Ability to persuade, active listening, considering different perspectives, reaching win-win situation. Project Management Plan Performance Appraisals -- formal or informal by PM, 360Deg feedback-- from all the team members. Updates Observations and Conversation --Feedback should be given on the spot not to wait for formal meetings EEF & OPA updates Conflict Management -- Conflicts on Resource, schedule and work style. Issue Logs -- maintain issue log to track the issues till the closure. Identify trends from happening Stakeholder Analysis -- this is done in 3 steps 1. Identify All Potential Stakeholders and relevant information -- their roles, interests, knowledge levels, expectations and influence levels. Consulting the stakeholders to identify and complete the stake Expert Judgment Communications Requirements Analysis -- this involves the total information requirements of the projects where the source of information will be roles and responsibilities chart and organizational charts. Communications Technology -- like email, satellite, a medium used to transfer information to stakeholders. Communication Models --how information is send and received between 2 parties, Sender and receiver model. Communication Methods -- methods used to share inform among project stakeholders 1. Interactive Communication -- between 2 to share inform among project stakeholders exchange of info., like meeting and Communication Methods -- methods used or more parties performing a multi-directional 1. Interactive Communication -- between 2 or more parties video, tele, a multi-directional exchange of info., like meeting and Information Distribution Tools email, fax, conferencing -- performing any medium used to transfer information Communication Methods -- all forms of communication methods including the face-to-face meetings Interpersonal Skills 1. Active Listening --Attentive, objective, reflect and summarize Stakeholder Register Stakeholder Management Strategy Communications Management Plan

OPA Updates

Change Requests OPA Updates Project Management Plan updates

Communication Methods -- methods used to share inform among project stakeholders Variance Analysis -- compareSentactual and planned cost and schedule data and perform the following steps Only Push Communication -- the to specific stakeholders like emails 1. Verify Quality of data Forecasting Methods -- methods of forecasting the future project performance by analyzing actual performance to date Planning Meetings & Analysis -- Conducting meeting with the stakeholders to document the approach to risk management. Commitment from stakeholders can be obtained in these meetings for their involvement . Responsibilities of risk management

Performance Reports Change Requests

Risk Management Plan

Diagramming techniques Cause & Effect Diagram -- Pictorial representation of risk and its causes. Documentation Reviews -- Consistency will be checked in all the project documents. Information Gathering Techniques 1. Brainstorming -- Multi-disciplinary peoples generating ideas under the leadership of facilitator. Checklist Analysis -- Risk identification can be developed based on the historical information and similar project experiences. Assumptions Analysis -- Assumptions in the project scope statement will be analyzed. SWOT Analysis -- SWOT done to identify if there is any risk arises from the org. strengths and weakness. Expert Judgment

Risk Register

Identify Risks

Perform Perform Monitoring Plan Risk Quantitativ Qualitative & Control Responses e Risk Risk Risks Analysis Analysis

Risk Probability Impact Matrix -- Calculating the risk rating by multiplying probability and impact. Risks can be prioritized by their rating. Risk Categorization -- Risks are categorized or grouped by common root cause under a specific category will enable us to prepare the effective risk responses Risk Data Quality Assessment --analyzing the quality of risk data is a technique to evaluate the degree to which the data about the risk are useful for risk mgmt. requiring near-term response or immediate response may be considered more urgent to Risk Urgency Assessment -- risks address. Data Gathering and Representation techniques , Interviewing -- Gathering information on impact of the risk and assigning a range of values(since this is in future, it is not possible to assign a value) to determine the likely impact of the risk event. Expert Judgment Quantitative Risk Analysis and Modeling Technique ,ensitivity Analysis -- which risk have the most potential impact on the project. Expected Monetary Value Analysis --EMV is calculated by multiplying the value of each possible outcome by its probability of Strategies for Negative Risks or Threats -- Avoid -- Avoid that risk by changing the project management plan, change/ remove that objective of the project causing the risk -Strategies for Positive Risks or Opportunities Contingent Response Strategy -- Some responses are designed for use only of certain events occur. Expert Judgment Risk Reassessment --Reviewing the existing risks on continuous basis. Identified risk's nature may change from time to time. Risk Audits -- Structured review on response plans, the objective is to review the effectiveness of the responses effectiveness of the risk mgmt. process. Reserve Analysis -- Comparing the contingency reserve remaining and the risks remaining, objective is to determine if the remaining reserves are sufficient. Make or Buy Analysis --Determining whether a product or service can be produced in-house or should be purchased from outside, this should consider the direct and indirect cost Expert Judgment -Contract Types --Read the notes

Risk Register (updates)

Risk Register (updates)

Risk Register (updates) Risk Related Contract Decisions

Close Procure ments

Administer Procurements

Risk Register Risk Management Plan Work Performance Information Performance Reports Scope Baseline Requirement Documentation Risk Register Risk Related Contractual Decisions Activity Resource Requirements Project Schedule Cost performance baseline Teaming Agreements Activity Cost Estimates Procurement Management Plan Procurement Statement of Work Make or Buy Decision Document Procurement Documents Source Selection Criteria Seller Proposals Qualified Seller List Teaming Agreements Contract Procurement Management Plan Performance Reports Work Performance Information

Risk Register (updates)

Plan Procurements

Procurement Management Plan Procurement Statement of Work or Buy Decision Make Document Procurement Documents Source Selection Criteria

Conduct Procurements

Bidder Conferences --Meeting between the buyer and all the sellers, to give a common understanding to all sellers. Proposal Evaluation Technique -Independent Estimates -- Getting estimates from different sources. Procurement Negotiations -- Talks with the prospective seller to reach a mutual agreement. Advertising -- New paper advertising seeking response from the sellers Internet search

Selected Sellers Procurement Contract Award Resource Calendars

Procurement Management Plan Procurement Documentation OPA

Contract Change Control System -- Defines a process by which a contract can be changed, it is about raising a change request, tracking the change, approving and implementing the change, it needs to be integrated with Integrated Change Control System Procurement Performance Audits / Reviews -- structured reviews of seller performance conducted on scheduled time periods. Inspection & Audits -Performance Reporting --providing the formal info to the management on the project progress which includes the procurement progress. Payment Systems -- Account payable system will be processing the payment to the sellers. Claims Processing -- managing disputes Record Management System - to record ad keep track of contract like documents Procurement Performance Audits / Reviews -- structured reviews of seller performance and to identify the areas of improvement Negotiated Settlement - Settle all the open issues as part of the closure

Procurement Documentation OPA Updates Change Request

Closed Contracts OPA Updates

P years rate

500000 3 4

$(4,000.00)