1 integration mgmt / initiating process group 4.1 develop ...perisic.com/pm/itto/itto_2008.pdf ·...

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Input:

Project statement of work

Business Case

Contract

Enterprise environmental factors

Organizational process assets

Output:

Project charter

Tools & Techniques

Expert judgement

Integration Mgmt / Initiating Process Group 4.1 Develop Project Charter

Integration Scope Time Cost

Quality Human Resources

Communications Risk

Procurement

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Input:

Project Charter

Outputs from planning processes



Output:

Project management plan

Tools & Techniques

Expert judgement

Integration Mgmt / Planning Process Group 4.2 Develop Project Management Plan



Communications Risk

Procurement

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Integration Mgmt / Executing Process Group 4.3 Direct and Manage Project Execution

Input:


Approved change requests



Output:

Deliverables

Work performance information

Change requests

Project management plan updates

Project document updates



Communications Risk

Procurement

Tools & Techniques

Expert judgement

Project management information system

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Input:


Performance reports



Output:

Change requests



Tools & Techniques

Expert judgement

Integration Mgmt / Monitoring & Controlling 4.4 Monitor and Control Project Work



Communications Risk

Procurement

5

26/02/2013 18:22:58 The 44 PMBOK(R) processes 5

Integration Mgmt / Monitoring & Controlling 4.5 Perform Integrated Change Control

Input:



Change requests



Output:

Change request status updates





Communications Risk

Procurement

Tools & Techniques

Expert judgement

Change control meetings

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Integration Mgmt / Closing Process Group 4.6 Close Project

Input:


Accepted deliverables


Output:

Final product, service or result

Organizational process assets updates

Tools & Techniques

Expert judgement



Communications Risk

Procurement

7

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Scope Mgmt / Planning Process Group 5.1 Collect Requirements

Input:

Project charter

Stakeholder register

Output:

Requirements documentation

Requirements management plan

Requirements traceability matrix



Communications Risk

Procurement

Tools & Techniques

Interviews

Focus groups

Facilitated workshops

Group creativity techniques

Group decision making techniques

Questionnaires and surveys

Observations

Prototypes

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Input: Project charter



Output: Project scope statement


Tools & Techniques Expert judgement

Product analysis

Alternatives identification

Facilitated workshops

Scope Mgmt / Planning Process Group 5.2 Define scope



Communications Risk

Procurement

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Input: Project scope statement



Output: Work breakdown structure (WBS)

WBS dictionary

Scope baseline


Tools & Techniques Decomposition

Scope Mgmt / Planning Process Group 5.3 Create Work Breakdown Structure



Communications Risk

Procurement

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Input:




Validated deliverables

Output:

Accepted deliverables

Change requests


Tools & Techniques

Inspection

Scope Mgmt / Monitoring and Controlling 5.4 Verify Scope



Communications Risk

Procurement

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Scope Mgmt / Monitoring and Controlling 5.5 Control Scope

Input:





Organisation process assets

Output:

Work performance measurements


Change requests



Tools & Techniques

Variance analysis



Communications Risk

Procurement

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Input:

Scope baseline


Organization process assets

Output:

Activity list

Activity attributes

Milestone list

Tools & Techniques

Decomposition

Rolling wave planning

Templates

Expert judgement

Time Mgmt / Planning Process Group 6.1 Define Activities



Communications Risk

Procurement

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Input: Activity list

Activity attributes

Milestone list

Project scope statement


Output: Project schedule network diagrams


Tools & Techniques Precedence Diagramming Method (PDM)

Dependency determination

Applying leads and lags

Schedule network templates

Time Mgmt / Planning Process Group 6.2 Sequence Activities



Communications Risk

Procurement

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Activity attributes

Resource calendars



Output: Activity resource requirements

Resource breakdown structure



Alternative analysis

Published estimating data

Bottom-up estimating

Project management software

Time Mgmt / Planning Process Group 6.3 Estimate Activity Resources



Communications Risk

Procurement

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Time Mgmt / Planning Process Group 6.4 Estimate Activity Durations

Input:

Activity list

Activity attributes

Activity resource requirements

Resource calendars




Output:

Activity duration estimates


Tools & Techniques

Expert judgement

Analogous estimating

Parametric estimating

Three-point estimate

Reserve analysis



Communications Risk

Procurement

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Time Mgmt / Planning Process Group 6.5 Develop Schedule


Activity attributes

Project schedule network diagrams


Resource calendars





Output: Project schedule

Schedule baseline

Schedule data


Tools & Techniques

Schedule network analysis

Critical path method

Critical chain method

Resource levelling

What-if scenario analysis

Applying leads and lags

Schedule compression

Scheduling tool



Communications Risk

Procurement

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Time Mgmt / Monitoring and Controlling 6.6 Control schedule

Input: Project management plan

Project schedule



Output: Work performance

measurements


Change requests



Tools & Techniques

Performance reviews

Variance analysis


Resource levelling

What-if scenario analysis

Adjusting leads and legs

Schedule compression

Scheduling tool



Communications Risk

Procurement

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Cost Mgmt / Planning Process Group 7.1 Estimate Costs

Input:

Scope baseline

Project schedule

Human resource plan

Risk register



Output:

Activity cost estimates

Basis of estimates



Analogous estimating

Parametric estimating

Bottom-up estimating

Three-point estimates

Reserve analysis

Cost of quality

Project management estimating software

Vendor bid analysis



Communications Risk

Procurement

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Cost Mgmt / Planning Process Group 7.2 Determine Budget

Input:


Basis of estimates

Scope baseline

Project schedule

Resource calendars

Contracts

Organization process assets

Output:

Cost performance baseline

Project funding requirements


Tools & Techniques

Cost aggregation

Reserve analysis

Expert judgement

Historical relationships

Funding limit reconciliation



Communications Risk

Procurement

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Cost Mgmt / Monitoring and Controlling 7.3 Control Costs

Input:


Project funding requirements



Output:


Budget forecasts

Organization process assets updates

Change requests



Tools & Techniques

Earned value management

Forecasting

To-complete performance index (TCPI)

Performance reviews

Variance analysis




Communications Risk

Procurement

21

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Quality Mgmt / Planning Process Group 8.1 Plan Quality

Input:

Scope baseline


Cost performance baseline

Schedule baseline

Risk register



Output:

Quality management plan

Quality metrics

Quality checklists

Process improvement plan




Communications Risk

Procurement

Tools & Techniques

Cost-benefit analysis

Cost of quality

Control charts

Benchmarking

Design of experiments

Statistical sampling

Flowcharting

Proprietary quality management methodologies

Additional quality planning tools

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Quality Mgmt / Executing Process Group 8.2 Perform Quality Assurance

Input:


Quality metrics


Quality control measurements

Output:

Organisational process assets updates

Change requests



Tools & Techniques

Plan Quality and Perform Quality Control tools and techniques

Quality audits

Process analyses



Communications Risk

Procurement

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Quality Mgmt / Monitoring & Controlling 8.3 Perform Quality Control


Quality metrics

Quality checklists



Deliverables


Output: Quality control measurements

Validated changes

Validated deliverables


Change requests





Communications Risk

Procurement Tools & Techniques Cause and effect diagrams

Control charts

Flowcharting

Histogram

Pareto chart

Scatter diagram

Statistical sampling

Inspection

Approved change requests review

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Input:




Output:

Human resource plan

Tools & Techniques

Organisational charts and position descriptions

Networking

Organizational theory

Human Resources Mgmt / Planning 9.1 Develop Human Resource Plan



Communications Risk

Procurement

25

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Human Resources Mgmt / Planning 9.2 Acquire Project Team

Input:




Output:

Project staff assignments

Resource calendars


Tools & Techniques

Pre-assignment

Negotiation

Acquisition

Virtual Teams



Communications Risk

Procurement

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Human Resources Mgmt / Executing 9.3 Develop Project Team



Communications Risk

Procurement

Input: Project staff assignments


Resource calendars

Output: Team performance assessment

Enterprise environmental factors updates

Tools & Techniques Interpersonal skills

Training

Team-building activities

Ground rules

Co-location

Recognition and rewards

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Human Resources Mgmt / Monitoring & Controlling 9.4 Manage Project Team

Input:

Project staff assignments


Team performance assessments

Performance reports


Output:

Enterprise environmental factors update


Change requests


Tools & Techniques Observation and

conversation

Project performance appraisals

Conflict management

Issues log

Interpersonal skills



Communications Risk

Procurement

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Communication Mgmt / Initiating Process Group 10.1 Identify Stakeholders



Communications Risk

Procurement

Input:

Project charter

Procurement documents



Output:


Stakeholder management strategy

Tools & Techniques

Stakeholder analysis

Expert judgement

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Communication Mgmt / Planning Process Group 10.2 Plan Communications



Communications Risk

Procurement

Input: Stakeholder register

Stakeholder management strategy



Output: Communications management plan


Tools & Techniques Communications requirement analysis

Communications technology

Communication models

Communication methods

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Input:


Performance reports


Output:


Tools & Techniques


Information distribution methods

Communications Mgmt / Executing 10.3 Distribute Information



Communications Risk

Procurement

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Input: Stakeholder register

Stakeholder management plan


Issue log

Change log


Output: Organizational process assets updates

Change requests



Tools & Techniques Communication methods

Interpersonal skills

Management skills

Communications Mgmt / Monitoring & Controlling 10.4 Manage Stakeholders Expectations



Communications Risk

Procurement

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Communications Mgmt / Monitoring & Controlling 10.5 Report Performance

Input:




Budget forecasts


Output:

Performance reports


Change requests

Tools & Techniques

Variance analysis

Forecasting methods


Reporting systems



Communications Risk

Procurement

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Input:


Cost management plan

Schedule management plan

Communication management plan



Output:

Risk management plan

Tools & Techniques

Planning meetings and analysis

Risk Mgmt / Planning Process Group 11.1 Plan Risk Management



Communications Risk

Procurement

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Risk Mgmt / Planning Process Group 11.2 Identify risks

Input: Risk management plan



Scope baseline





Project documents



Output: Risk register

Tools & Techniques

Documentation reviews

Information gathering techniques

Checklist analysis

Assumptions analysis

Diagramming techniques

SWOT analysis

Expert judgement



Communications Risk

Procurement

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Risk Mgmt / Planning Process Group 11.3 Perform Qualitative Risk Analysis



Communications Risk

Procurement

Input: Risk register





Output: Risk register updates

Tools & Techniques Risk probability and impact assessment

Probability and impact matrix

Risk data quality assessment

Risk categorization

Risk urgency assessment

Expert judgement

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Tools & Techniques Data gathering and representation techniques

Quantitative risk analysis and modelling techniques

Expert judgement

Risk Mgmt / Planning Process Group 11.4 Perform Quantitative Risk Analysis



Communications Risk

Procurement

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Risk-related contract decisions



Tools & Techniques Strategies for negative risks or threats

Strategies for positive risks or opportunities

Contingent response strategy

Expert judgement

Risk Mgmt / Planning Process Group 11.5 Plan Risk Response



Communications Risk

Procurement

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Risk Mgmt / Monitoring and Controlling 11.6 Monitor and Control Risks




Performance reports



Change requests



Tools & Techniques

Risk reassessment

Risk audits

Variance and trend analysis

Technical performance measurement

Reserve analysis

Status meetings



Communications Risk

Procurement

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Procurement Mgmt / Planning Process Group 12.1 Plan Procurements

Input: Scope baseline Requirement documentation Teaming agreements Risk register Risk-related contract decisions Activity resource requirements Project schedule Activity cost estimates Cost performance baseline Enterprise environmental factors Organizational process assets

Output: Procurement management plan Procurement statements of work Make-or-buy decisions Procurement documents Source selection criteria Change requests

Tools & Techniques

Make-or-buy analysis

Expert judgement

Contract types



Communications Risk

Procurement

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Procurement Mgmt / Executing Process Group 12.2 Conduct Procurements



Source selection criteria

Qualified sellers list

Seller proposals

Project documents

Make-or-buy decisions

Teaming agreements


Output: Selected sellers

Procurement contract award

Resource calendars

Change requests



Tools & Techniques Bidder conferences

Proposal evaluation techniques

Independent estimates

Expert judgement

Advertising

Internet search

Procurement negotiations



Communications Risk

Procurement

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Procurement Mgmt / Monitoring & Controlling 12.3 Administer Procurement

Input:



Contract

Performance reports



Output:

Procurement documentation


Change requests


Tools & Techniques

Contract change control system

Procurement performance reviews

Inspections and audits

Performance reporting

Payment systems

Claims administration

Records management system



Communications Risk

Procurement

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Procurement documentation

Output: Closed procurements


Tools & Techniques Procurement audits

Negotiated settlements

Records management system

Procurement Mgmt / Closing Process Group 12.4 Close Procurements



Communications Risk

Procurement

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How to read the slides Knowledge Area

Process Group

Process Name

The Inputs are often Outputs of other processes.

Section of PMBOK®

These are the Tools and Techniques that are to be used to generate Outputs from Inputs.

1 integration mgmt / initiating process group 4.1 develop ...perisic.com/pm/itto/itto_2008.pdf ·...

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