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PROCESSES
Domains or
Process
Groups
Knowledge Areas
INITIATING
PLANNING
EXECUTING
MONITOR & CONTROL
CLOSING
INTEGRATION Develop Project Charter
Develop Project
Management Plan
Direct and Manage
Project Work
Monitor & Control
Project Work
Close Project
or Phase
Perform Integrated
Change Control
SCOPE
Plan Scope
Management
Validate Scope
Collect Requirements
Define Scope
Control Scope
Create WBS
TIME
Plan Schedule Mgt.
Control Schedule
Define activities
Sequence activities
Estimate activities
resources
Estimate activities
duration
Develop Schedule
COST
Plan Cost Management
Estimate Costs Control Costs
Determine Budget
QUALITY
Plan Quality
Management
Performance Quality
Assurance
Control Quality
HUMAN
RESOURCES
Plan Human Resources
Management
Acquire Project Team
Develop Project Team
Manage Project Team
COMMUNICATION
Plan Communication
Management
Manage Communication Control Communication
RISK
Plan Risk Management
Control Risk
Estimate Risk
Perform Qualitative
Analysis
Perform Quantitative
Analysis
Plan risk response
PROCUREMENT
Plan Procurement
Management
Conduct Procurement
Control Procurement
(or Administer Procurement)
Close Procurement
(include Legal Lessons
Learned – LLL or
“procurement audit”)
STAKEHOLDER Identify Stakeholders
Plan Stakeholder
Management
Manage Stakeholder
Engagement
Control Stakeholder
Engagement
DEFINITIONS
Need
to do
Need to know
Processes that begin the
project
(start-begin)
Processes that create
plans to govern the work
(create-develop-identify)
Proc. that execute the
plans and create work
(manage-acquire)
Proc. that compare
results & make adjust.
(validate-review-M&C)
Proc. that complete the
project, phase and
create records (close)
Focused in the bigger
picture. Make sure that
every part of the project is
coordinated. High Level
view. Bodywork analogy.
Orchestra tuning and
retuning concept.
Officially starts the
projects.
No charter → No project
High level description of
product, service or result
of the project.
Guides the project
execution. Specifies who,
what, when, where.
Progressively elaborated
Used to document
subsidiary plans
Here is where things
get done!
Creation of Deliverables
for customers to review
Are deliverables aligned with
project’s plan? Track, review
progress to meet
performance objectives.
Shutting down the project
and/or phase properly.
Review the scope baseline
to ensure completion.
Finalize ALL activities.
Transfer of project products
to operations, production or
next phase.
Access how changes in
project’s scope impact the
project. Review, aprov. and
manage chg. to deliverables
Logical Processes to
understand the scope and
verify if the product was
completed correctly.
PM should rigidly control de
scope and changes should
be handled in a structured,
procedural and controlled
manner.
Overview all scope
processes and plans. How
scope will be delivered.
Perform Int. Chg. Ctrl. is
focused on managing
changes to the project scope
while Monitor & Direct Proj.
Work is focused on
managing the way that
scope is executed
Ensure that product, serv. or
result of the project matches
the scope. Formalize
acceptance of completed
project deliverables.
Used to accept deliverables.
what is needed to satisfy
stakeholders and meet
project objectives
deeper understanding of
project's requirements
Maintain control of the
project by preventing scope
change requests from
overwhelming the project.
Allows the scope baseline to
be maintained through proj.
Deliverable oriented,
hierarchical decomposition
of project work
Center of project info.
It is the primary tool for
controlling project scope
Project Manager should be
in control of Schedule,
which is derived from Scope
Baseline and other
information.
Schedule is managed
throughout the life of the
project.
Schedule should consider
calendar requirements,
constraints and strategic
goals
Defines how the Schedule
Mgt. Process will be carried
out
Compare the work
results with the plan.
Make sure that time
related performance on
the project is in line with
the plan.
Schedule should be
controlled proactively.
Constantly performed
until all scheduled
activities has been
completed.
Monitor status of proj.
activities and manage
changes to schedule
baseline.
Create a list that represents
all activities that need to take
place to complete project
Arrange the activities in
order that they must be
performed
Analyze the proj. activities to
determine the resource
requirements
Estimate how long each
activity will take
Elements of Quality:
Customer Satisfaction
Prevention over
inspection
- Continuous Improvement
or “Kaizen”, Just in Time,
“Kanban” (Perform Qty.
Assurance process)
Mgt. Responsibility
Cost of quality
DIRFT – “Do it right the
first time”
Monitor and record results of
executing quality activities to
assess performance and
recommend necessary.
Changes.
Measurements we have in
place to detect and repair
any remaining defects.
Creation of the project’s
schedule
Analyze act. sequences,
durations, resources, req.
and constraints to create
schedule
Object: Complete project within
the approved budget
Need to constantly monitor cost.
Life Cycle Costing: total cost of
ownership from creation to
disposal – analyze the bigger
picture of costs.
Value Engineering: get more out
of the project in every possible
way
Cost Management should
happen early in the project
and requires a clear scope
and work breakdown
structure
Cost and Scope are tightly
connected.
Create policies, procedures
and docs. for managing
costs.
Primary concern is cost
variance.
Measure what was executed
with what was planned to
have accurate planning.
Keep project on budget.
Monitor and update project
costs and manage changes
to cost baseline.
Analyze schedule activities
to evaluate time, resources
and costs (How Much?)
Approximate the resources
and related costs to
complete the project.
Aggregate estimated costs
of individual activities to
establish baseline (When?)
Linked to Estimate Costs
Budget is determined by
Expert Judgement (anyone)
Quality: analyze the degree to
which a set of inherent
characteristics fulfill
requirements
Key terms: Total Quality
Mgt. (TQM); Kaizen, Just in
Time (Kanban), ISO 9000,
Standard Devi., Prevention
Identify quality standards
and how the project will
implement them
Ensure quality mgt. plan and
metrics are followed.
Prevent defects (Prevention)
Implement quality standards
Measurement and analysis
of the tests results on the
deliverables to make sure
quality metrics are met.
HR Mgt. is related to define a
role for everyone on the project
and to define the responsibilities
for each of these roles.
PMs must be team leaders and
lead the team to give their best
for the project.
Defines the roles and
responsibilities to staff,
manage, team-build,
assess and improve
project team
Provide staffing for the
project and confirm
resources availability
Build a sense of team,
improve and enhance its
performance
Actively manage proj. team
to ensure and track perform.
according to the plan
Covers all tasks related to
producing, compiling, sending,
storing, distributing, and
managing project records.
How comm. will be distrib.?
Format of comm. What will
be communicated? When
and who will receive comm.?
Develop communication
approach based on StkH
needs. Plan is continuous
and regularly reviewed.
Create, collect, distribute,
store, retrieve & dispose of
communications in accord.
with Communications Plan
Compare comm. execution
with its original plan to find
problems/failures. Ensure
comm. meets StkH needs
Risk is related to uncertain
events
Risk might affect projects for
good or for bad.
PM should be in control and
proactively manage events,
avoiding problems as much
as possible, anticipate and
identify risks and how to
qualify, quantity and
respond when they occur.
Types of Risk: Business,
Pure, Insurable, Known
(anticipated) and Unknown
Process of defining how to
conduct and approach risk
activities for a project
Iterative process to
confirm if the risks has been
properly planned;
Track identified risks, identify
new ones and ensure risk
management effectiveness
Ensure that risks responses
are implemented and
effective.
Do nothing about the risks
themselves, but ensure risk
responses are effective
The more people involved in
identifying risks, the more
risks can be identified
Identify which risks can
impact the project and
understand its nature
Assign numerical rating to
prioritized risks; quantify
uncertainty to plan action;
Determine which risks are
the higher priority on the
project (Prioritization)
Assign values to quantify the
risks, analyze the effect of
project risks numerically
Enhance positive and
reduce negative risks with
adequate responses
Create and document the
plan to handle positive and
negative risks.
Formal process related to
obtaining goods, services, or
scope from outside of the
organization
Point of Total Assumption or
PTA=Target Cost+(ceiling
price-target price) / ABC %
share of cost overrun
Determine which
components or services will
be performed internally and
which will be outsourced.
Select sellers and service
providers and award the
procurement, usually in the
form of a contract
Continuously review the
contract by buyer and seller
to ensure that work results
match the contract
Termination of the contract
(i) by delivery of contracted
items; (ii) by default or (iii) by
convenience (strong reason)
Manage expectations that drive
StkH satisfaction. “Creation and
maintenance of relationships
with the aim to satisfy needs.”
List all stakeholders and
describe their involvement
and main expectations on
the project.
How the team will relate to
the StkH and what will be its
involvement & expectation in
all aspects of the project.
Use communications and
the issue log to ensure
proper StkH involvement to
meet their expectations
How the plan of engaging
and involving stakeholders
lines up with the results.
Keep StkH engaged
TOOLS & TECHNIQUES
(Always have an associated quality action i.e. gather, compile, methods)
Process
Groups
Knowledge Areas
INITIATING
PLANNING
Meetings are common TT for
all Knowledge Area Plans
EXECUTING MONITOR & CONTROL CLOSING
INTEGRATION
Expert Judgment
Meetings
Expert Judgment
Facilitation Techniques
Expert Judgement
Project Mgt. Information
System (PMIS)
Meetings
Analytical Techniques
PMIS
Expert Judgment (key tool
for Closing Process).
Analytical Techniques
Meetings
Expert Judgment
Meetings &
Change Control Tools
SCOPE
Proj. Managers should act
as facilitators to help group
reach consensus
Meetings
Expert Judgement
PMIS: helps in project
execution.
Part of EEF, provide access
to automated tools, such as
scheduling cost,
performance indicators,
databases, records, and
financials.
Inspection or “reviews”
(point by point review of the
scope and the associated
deliverable)
Integrated Change Control
System:
The set of procedures and
processes that you need to
apply in order to make a
change
Change Control Board
(CCB): a chartered group
responsible for reviewing,
evaluating, approving,
delaying or rejecting
changes to the project.
Interviews, Focus Groups, Facilitated Workshops, Group Creativity
Techniques; Decision Making Tech.; Questionnaires & Surveys;
Observations; Prototypes; Doc. Analysis; Context Diagrams; Benchmarks;
Brainstorming and Nominal Group Techniques (prioritize Brainstorm)
Decompose to reach “Work
Packages”: lowest level of
WBS for which cost and
duration can be estimated
and managed
Facilitated Workshops and
Alternative Generation,
Product Analysis, Expert J.
Variance Analysis
(EVM formulas)
Measure differences
between what was defined
in the scope baseline and
what was created
Decomposition
TIME
Project Manager should always
perform a Reserve Analysis (aka
Reserves or Buffers ) insert extra
time in schedule and money in
the budget to create a
Contingency Reserve to prevent
“Known-Unknown” factors that
might impact the project. Also
applicable to Risk Management
knowledge area.
Contingency Reserve should not
be confused with Padding,
creating reserves in a deceitful
manner
Resource Optimiz. Tech.
“Resource Leveling” or
“Smoothing” is making
adjustments in the schedule to
accommodate changes in
resources.
LEADS – allow an activity to start
early, anticipate the activity.
LAGS – creating mandatory
delays in a project schedule (ex.:
wait for concrete to dry). Both can
be made with lump sums or
Percentages.
Modeling Techniques
WHAT-IF SCENARIO ANALYSIS
- aka “Monte Carlo Analysis”,
used with risk monitoring to review
various scenarios and bring
schedule into alignment with Proj.
Management Plan
Expert Judgment
Analytical Techniques
Meetings Critical Path Method
Estimate minimum project
duration and schedule
flexibility
Critical Chain Method
Created by Eliyahu Goldratt,
based on the theory of
constraints. To create
contingency reserves he
suggest the identification of
“bottlenecks” in the projects
and add buffers between
activities. Once a buffer is
added the critical path – the
longest path in a project –
becomes the “critical chain”.
Performance Reviews
Determine how the project is
progressing against the
schedule
Proj. Mgt. Software
Modeling Techniques
Leads and Lags
Schedule Compression
Scheduling Tools
Float= EF– ES or LF – EF
FreeFloat=(EFsuc–ESpre)- 1
Difference of 1 day of float is
called “near critical path.”
Lack of float, implies risk of
being late → Risk Schedule
Decomposition
Rolling Wave Planning
Expert Judgement
Precedence Diagr. Method
Dependency Determination
Leads and Lags
Expert Judgment, Alternative
Analysis, Published Estimating
Data, Bottom Up estimates, Proj.
Mgt. Software
Analogous, Parametric, Three
Point Estimates
(Bottom up is not applicable)
Critical Path Method (CPM),
Critical Chain Method, Resource
Optimization Techs., Modeling
Tech., Leads & Lags, Schedule
Compression (crash & fast track)
COST
Three Point Estimates
PERT – Prog. Evaluation
and Review Technique
Beta Distribution:
Triangular Distr.:
Expert Judgment
Analytical Techniques
Meetings
BAC = proj. original cost
PV = planned % work x BAC
EV = actual % work x BAC
AC = money spent in a given
period of time
CV = EV – AC (costs running
higher or lower than planned)
SV = EV – PV (ahead/behind
schedule)
Earned Value Mgt.
(methodology that combines
scope, schedule and resource
measurements to assess proj.
performance and progress.)
Forecasting
EVM and Forecasting are the best
report performance tools
CPI = EV / AC (Worth of
performance for dollar invested)
Cum CPI = EV / AC
SPI = EV / PV (pace expected of
project progression)
Expert, Analogous, Parametric,
Bottom-Up, PERT, Reserve
Analysis, Cost of Quality,
Software, Vendor Bid Analysis,
Group Decision-Making Techn.
Cost Aggregation, Historical
Relationships, Funding Limit
Reconciliation, Reserve Analysis
Expert Judgement
EAC = BAC / CPI
ETC = EAC – AC
VAC = BAC – EAC
TCPI = (BAC–EV)/(BAC-AC)
Or TCPI=(BAC–EV)/Remaining
Funds
QUALITY
Quality Mgt. Tools (7QC)*, Cost benefit Analysis, Cost of Quality,
Benchmarking, Design of Experiments, Statistical Sampling and additional
Quality Planning Tools**
Quality Mgt. & Ctrl. Tools
Quality Audits & Reviews
Process Analysis (to identify
improvements)
Quality Mgt. Tools
Inspection
HUMAN
RESOURCES
HR Skills
Leadership, Awareness,
motivation, Interpersonal Skills,
Professionalism and Conflict
Management
*7QC: Cause and Effect Diagrams
(Fishbone, Ishikawa, Why-Why) ,
Flowchart, Checksheets, Pareto,
Histograms, Control Charts and
Scatter Diagrams.
**Additional Quality Planning
Tools:
Brainstorming, Force Field
Analysis, Nominal Group
Technique, Quality Mgt. & Control
Tools and Meetings
Organization Charts (OBS)
Organ. Breakdown Structure
Describe Depts.,Proj. Teams
Resp. Assignment Matrix
(RACI Chart: Responsible,
Accountable,Consult,Inform)
Networking aka Interactions
Organizational Theories
(understand how groups form,
develop and behave)
Pre-Assignment (is a constraint) ,
Negotiation (KEY!), Acquisition,
Virtual Team, Multi-Criteria
Decision Analysis
Theories of Motivation
Hierarchy of Needs(Maslow)
Expectancy (Vroom):
Expected outcomes
McGregor’s X and Y:
Unmotivated v. Motivated
Contingency (Fidler):
Task v. Relationship
Hygiene (Herzberg)
Hygiene + Motivation Fact
Three Need (McClelland)
Achiev.+Power+Affiliation
Theory Z (Willian Ouchi)
Permanent Job → loyalty
Forms of Power:
Reward & Expert (favored)
Interpersonal Skills, Training,
Team Building Activities, Ground
Rules, Colocation, Recognition &
Rewards, Personal Assess. Tools
Observation & Conversation
Conflict Management
Project Performance Appraisals
(360 degree feedback)
COMMUNICATION
Channels = N x (N – 1) / 2
Effective Listening; Active
Listening (paraphrase, ask
questions, clarify & followup)
Communication Requirement
Analysis; Models; Technology;
Methods; and Meetings
Performance Reporting
Communications Analysis
Info. Mgt. Systems (anything that
helps manage information and
gets it to stakeholders)
Info. Mgt. Systems
Expert Judgement
Meetings
Conflict Mgt. Approach
Problem Solving
Collaboration
Compromise
Forcing
Smoothing
Withdrawal
Constructive Team Roles
Initiators; Information
Seekers; Information Givers,
Encouragers; Clarifiers;
Harmonizers; Summarizers
Gate Keepers
Destructive Team Roles
Aggressors; Blockers;
Withdrawers; Recognition
Seekers; Topic Jumpers;
Dominators; Devil advocates
RISK
Docs Reviews and
Information Gathering
Techniques (Brainstorming,
Delphi, Interviews,
Root&Cause Analysis)
Analytical Techniques
Expert Judgement
Meetings and
Decomposition (only for the RBS)
Determine risk response
according to the priority:
High: Avoidance or Transfer;
Medium: Transfer or Mitigate
Low: Mitigate or accept
Ex.: Fishbone Diagram is
used to categorize risks and
make easier to handle risks
(area, root cause, etc)
Risk Assessment &
Reassessment
Review of each individual. risk
Risk Audits
Ensure effectiveness of all risk
mgt. activities
Variance and Trend Analysis
Compare performance date vs.
baselines
Reserve Analysis
Compare planned vs. actual to
create a contingency
Technical Performance
Measurement
Meetings
Checklist/Assump. Analysis
Diagram. Tech. (Fishbone,
Ishikawa, Influence, SWOT) ,
Strategies for Negative
Risks or Threats
Accept; Avoid; Mitigate and
Transfer
Strategies for Positive
Risks or Opportunities
Accept; Exploit; Enhance
and Share
Risk Probability and Impact
Assessment (PI Assess.)
Prob. and Impact Matrix
- Data Gathering &
Representation
Risk Analysis & Modelling
Collect & Display
Interviews; Probability
Distribution; Exp. Judgment
- Analyze & Simulate
Sensitivity Analysis; EMV;
Decision Tree;Modeling;Exp
Strategies for Negative and
Positive Risks
(Threats and Opportunities)
PROCUREMENT
Teaming Agreements
Not in PMBOK – joint
venture agreement to get
resources for a project
Make or Buy Analysis
Expert Judgment
Market Research
Meetings
Bidder Conference
Proposal Eval. Techniques
Independent Estimates
Procur. Negotiation (win/win)
Contract Change Ctr. Sys.
Inspection, Audits, Performance
Reports, Claims Administration,
“On site performance review”,
Records Mgt. System
Procurement Audits
Procurement Negotiations
Records Mgt. System
(ADRs options preferred for
conflict resolution)
STAKEHOLDER
Stakeholders Analysis: who,
what how communications
should be shared with StkH;
Power & Influence Grid
Expert Judgment, Meetings
StkH Engagement Assess. Matrix
(unaware, resistant, neutral,
supportive, leading)
Communication Methods
(Face to face – preferred)
Interpersonal Skills (act. Listening)
Mgt. Skill (writing,speak,etc)
Information Mgt. Systems
Expert Judgment
Meetings
Info Mgt. Systems: processes and
procedures to collect and
distribute info. In physical
/electronic format
OUTPUTS
(Always tangibles i.e. documents, plans, report updates)
Process
Groups
Knowledge Areas
INITIATING PLANNING EXECUTING
MONITOR & CONTROL
CLOSING
INTEGRATION
Project Charter
Based on a need, signed by
organization senior mgt., written
by sponsor, name PM and give
authority, high-level requirements,
milestones and a summary level
preliminary project budget.
Project Mgt. Plan:
aka “Program Mgt. Plan”
Include all Mgt. Plans, all
baselines (scope, schedule
& cost), Process
Improvement, Change Mgt.
and Configuration Mgt. Plan
Deliverables
(products, services or results
that must be completed)
Work Performance Data
Change Requests (corrective,
preventive, repair)
Work Performance Reports
Acceptance of final Product,
Service or Result
Transition
OPA Updates
Historical Files
Approved Change Requests
Change Logs, Proj. Mgt.
Plan and Docs. Updates
SCOPE
Configuration Mgt. Plan: defines
items that are “configurable”, i.e.
deliverables, processes. Part of
Conf. Mgt. System in PMIS.
Scope Mgt. Plan: How
requirements will be analyzed,
documented and managed
Scope Mgt. Plan
Requirements Mgt. Plan
Req. Documentation: Describe
what needs to be performed and
why each requirement is import for
the project.
RTM: Link requirements to their
origin and track them through the
life cycle of the project
Accepted Deliverables
Change Requests
Work Performance Info.
Work Performance Data
Raw observations
(unprocessed) and
measurements identified
during activities to carry out
project work
Work Performance Reports
Inform project status
compiled in project
documents memos or notes.
Physical or electronic
representation of WPI
complied in project
documents intended to
generate decisions, actions
or awareness.
Work Performance Info.
Is a project artifact and
consists in Performance
data collected from various
controlling processes,
analyzed in context and
integrated based on
relationships across areas;
Jeff Furman: “WPI is the
analyzed and interpreted
data, for example using raw
data that the project is late
and over budget to calculate
earned value measurements
(PV, EV, SPI, CPI, etc.).
This work performance
information is later
formatted, contextualized
and “prettied up” for your
stakeholders.”
Include info. about project
progress, such as
deliverables, their progress
and acceptance
Req. Documentation &
Req. Traceability Matrix
Defines the project work &
produced deliverables with
acceptance criteria,
expectations, requirements,
assumptions and StkH
thresholds
Proj. Scope Statement Details pertaining project
scope, deliverables,
assumptions, scope and
scope exclusions
Work Performance Info.
Change Requests
PM Plan updates
OPA
Scope Baseline *****
Scope Statement + WBS +
WBS Dictionary
TIME
Schedule Mgt. Plan
Act. List – list with all schedule
activities (tasks) on the project
Act. Attributes – Description of
activities and its components:
person responsible, geographic
area of work and level of effort.
Milestone List – significant points
or events in a project.
Work Performance Info.
Schedule Forecasts
Change Requests
Proj. Mgt. Plan;
Proj. Docs.
OPA Updates
Activity List
Activity Attributes
Milestone List
Proj. Schedule Network
Diagrams (PND)
Sch. Baseline: Accepted and
approved version of
schedule by Stakeholders
Project Schedule enables de
creation of a cost baseline or
time-phased budget and
works as a project calendar
with a timeline
Activity Resource Require.
Resource Breakdown
Structure (RₑBS)
Float
Amount of time an activity
can take without making the
project late
Free-Float
Extra time between two
activities
Activity Duration Estimates
Schedule Baseline*, Project
Schedule, Milestone Chart, Bar
Chart, PND, Schedule Data,
Calendar
COST
Cost Baseline is the current
and approved budget,
excluding “Management
Reserves”
Proj. Funding Requirements
Total and periodic (quarterly,
annually) funding require.
Derived from cost baseline.
Cost Management Plan
units of measure, level of
precision, accuracy, thresholds
organizational procedure links,
rules of performance, reports
Work Performance Info.
Cost Forecasts
Change Requests
Proj. Mgt. Plan Updates
Proj. Docs. Updates
OPA Updates
Activities Cost Estimates
Basis of Estimates
Proj. Docs. Updates
Basis of estimates, provide
the details of estimates,
ranges, level of confidence
and assumptions
Cost Baseline *
Proj. Funding Requirements
Proj. Docs. Updates
QUALITY
Process Improv. Plan: how
qty is improved; identify
waste and evaluate imprvm.
Quality Mgt. Plan
Process Improvement Plan
Quality Metrics / Checklists
Change requests
Proj. Mgt, Plan Updates
Proj. & OPA updates
Quality Control Measurem.
Validated Changes
Verified Deliverables
HUMAN
RESOURCES
RₑBS is decomposed to the
same level as the WBS so
Resources can be linked to
activities. RACI chart is
developed based on the
identified resources in the
RBS and the activities. R&R
provides the project
manager with specific
information
HR Mgt. Plan and its subsidiary
documents:
- Roles & Responsibilities aka as
“R&R” (to define role, authority,
responsibility and competency)
Reporting Relationships
Staff Mgt. Plan: location of each
team member and costs
associated with each team
member
Project Staff Assignments
Resources Calendars
Proj Mgt. Plan Updates
* Scope, Schedule and Cost Baseline also contain the
Performance Measurement Baseline, used to compare
executed project work, measure and manage performance,
technical and quality parameters and is used in connection
with EVM.
Perf. Measurement Baseline include contingency reserve and
exclude Mgt. Reserve.
Team Perform.Assessments
EEF Updates
Change Requests
General Updates
COMMUNICATION
The Comm. Mgt. Plan
contains info. about the
issue escalation process and
time frame to resolve issues
Comm. Mgt. Plan
Project Docs. Updates
Project Communications
Proj. Mgt. Plan Updates
Proj. Docs. & OPA Updates
Work Performance Info
Change Requests
Proj. Docs. & OPA Updates
Different types of Change
Requests:
- Corrective actions
- Preventive Actions
- To formally update
RISK controlled docs
Describe tolerable risk threshold
allowed and reminder of all risk
info. The RBS indicates only the
categories of risks
Risk Management Plan
Risk Breakdown Struc.(RBS)
Procurement Docs
Issued by the Buyer and
used in bids and proposal
activities, such as:
RFI-Request for information
IFB-Invitation for Bid
RFP-Requirement for
proposal
RFQ-Requirement for
Quotation
Procurement SOW is not
final until the contract is
signed
Work Performance Info.
Change Requests
Proj. Mgt. Plan Updates
Proj. Docs. Updates
(Risk register)
OPA Updates
Contains: Catalogue of risks , initial
risk response , root cause , and risk
categories
Risk Register (not static)
Updated RBS
Determine Probability
Reduce level of uncertainty
Focus on high probability and high
impact risks
Prob. And Impact Matrix
(including risk scores)
Proj. Docs. Updates
Will add the Rankings of risks to
the Risk Register.
Proj. Mgt. Plan Updates
(EMV including values and
updated Risk register)
Also provide updates do
Schedule, Cost, Quality and Proc.
Mgt. Plans and all Baselines
Proj. Mgt. Plan Updates
(updated Risk Register)
PROCUREMENT
Explain in detail a section of the
Scope, WBS and WBS Dictionary
to sellers so they decided to
pursue the work or not
Proc. Mgt. Plan
Procurement SOW & Docs.
Source Selection Criteria
Make/Buy Decisions,
Change Requests
Selected Sellers
Agreements
Resource Calendars
Change requests,
PM Plan and Docs Updates
Work Performance Info.
Change Requests
Proj. Mgt Plan; Docs.; and OPA
updates
Deliverable Acceptance
Closed Procurements
OPA Updates
(Debarred List)
STAKEHOLDER
Stakeholder Register
Stakeholder Mgt. Plan
Project Docs. Updates
Issue Log
Change Requests
Proj. Mgt. Plan Updates
Proj. Docs. Updates & OPA
Work Performance Info.
Change Requests
OPA Updates
Seller Performance Report
Issues are risks that actually
occurred. Issue Log is a doc. used
to record questions or in dispute
btw. project StkH.
PRACTICE SHEET
