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Page 1: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

(Semaphore)

Page 2: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

A semaphore telegraph, optical telegraph, shutter telegraph chain, Chappe telegraph, or Napoleonic semaphore is a system of conveying information by means of visual signals, using towers with pivoting shutters, also known as blades or paddles. Information is encoded by the position of the mechanical elements; it is read when the shutter is in a fixed position.

The system was invented in 1792 in France by Claude Chappe, and was popular in the late 18th to early 19th century

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Initiating Planning Executing Monitoring & Controlling Closing

Project Management Process Groups

4. IntegrationProject

Management5. Scope

6. Time

7. Cost

8. Quality

9. Human Resources

10. Communications

11. Risk

12. Procurement

13. Stakeholder

Kno

wle

dge

Are

as

8.3 Control Quality

8.38.28.1

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8.1 Plan Quality Management - define quality

8.2 Perform Quality Assurance - confirm quality

8.3 Control Quality - assess quality

Planning Process Group

Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group

Project Quality Management

232 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Stakeholder register

.3 Risk register

.4 Requirements documentation.5 Enterprise environmental factors.6 Organizational process assets

.1 Cost-benefit analysis

.2 Cost of quality

.3 Seven basic quality tools

.4 Benchmarking

.5 Design of experiments

.6 Statistical sampling

.7 Additional quality planning tools.8 Meetings

.1 Quality management plan

.2 Process improvement plan.3 Quality metrics.4 Quality checklists.5 Project documents updates

Figure 8-3. Plan Quality Management Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.1Plan

QualityManagement

8.2Perform Quality

Assurance

8.3ControlQuality

P

Q

ProjectDocuments

R

R

P

11.2IdentifyRisks

5.2Collect

Requirements

4.2Develop ProjectManagement

Plan

13.1Identify

Stakeholders

Enterprise/Organization

11.2IdentifyRisks

Figure 8-4. Plan Quality Management Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

243©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Quality management plan

.2 Process improvement plan.3 Quality metrics.4 Quality control measurements.5 Project documents

.1 Quality management and control tools.2 Quality audits.3 Process analysis

.1 Change requests

.2 Project management plan updates.3 Project documents updates.4 Organizational process assets updates

Figure 8-8. Perform Quality Assurance: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.2Perform Quality

Assurance

8.1Plan QualityManagement

8.3ControlQuality

P

QQ

P

Q

C

P

P ProjectDocuments

ProjectDocuments

4.5Perform

IntegratedChange Control

4.2Develop ProjectManagement

Plan

Enterprise/Organization

Figure 8-9. Perform Quality Assurance Data Flow Diagram

The quality assurance process implements a set of planned and systematic acts and processes defined within the project’s quality management plan. Quality assurance seeks to build confidence that a future output or an unfinished output, also known as work in progress, will be completed in a manner that meets the specified requirements and expectations. Quality assurance contributes to the state of being certain about quality by preventing defects through the planning processes or by inspecting out defects during the work-in-progress stage of implementation. Perform Quality Assurance is an execution process that uses data created during Plan Quality Management (Section 8.1) and Control Quality (Section 8.3) processes.

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

To monitor and record results of executing the quality management plan

To identify causes of poor process or product quality and recommend and/or take action to eliminate them

To validate that deliverables and work meet the requirements necessary for final acceptance

A QC department may be responsible for this

8.3 Control Quality

What & Why? PM

BOK

p. 2

49

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Quality Assurance:

Performed during the planning and executing phases to confirm that the stakeholder’s requirements will be met

Quality Control:

Performed during the executing and closing phases to show that the project’s acceptance criteria has been met

8.3 Control Quality

What & Why? PM

BOK

p. 2

49

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Useful terms:

Prevention: keeping errors out of the process Inspection: keeping errors out of the hands of the customer

Attribute sampling: a result either conforms or does not conform Variables sampling: a result is rated on a scale that measures the degree of conformity

Tolerances: a specified range of acceptable results Control limits: boundaries of variation in a process

8.3 Control Quality

PMBO

K p

. 249

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Useful terms:

Mutual Exclusivity: 2 events cannot happen at the same time

Probability: the likelihood that something will happen

Normal Distribution: the most common probability distribution (bell chart)

8.3 Control Quality

PMBO

K p

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Useful terms:

Statistical Independence: the probability of one event occurring does not affect the probability of another occurring

Standard Deviation (sigma): a measure of range from the mean

8.3 Control Quality

PMBO

K p

. 249

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Quality Metrics, (from the project management plan):

A project or product attribute and how it will be measured, such as:

Number of bugs in a piece of software Number of items that fail inspection Mean time between failure Mean time to repair

- see website for a link to more

8.3 Control Quality

PMBO

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Quality Checklists: lists of items to inspect, steps to perform or a picture of what is to be inspected

Work Performance Data:

Planned vs. actual technical performance Planned vs. actual schedule performance Planned vs. actual cost performance

8.3 Control Quality

PMBO

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Deliverables: the product, result or capability

Project Documents, such as:

Agreements Quality audit reports & change logs Training plans & assessments of effectiveness Charts & reports from the seven basic quality tools

8.3 Control Quality

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

The Seven Basic Quality Tools:

8.3 Control Quality

PMBO

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239©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Cause & Effect Diagram Flowcharts Checksheets

Pareto Diagrams Histograms Control Charts

Scatter Diagrams

Figure 8-7. Storyboard Illustrating a Conceptual Example of Each of the Seven Basic Quality Tools

8.1.2.4 Benchmarking

Benchmarking involves comparing actual or planned project practices to those of comparable projects to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.

Benchmarked projects may exist within the performing organization or outside of it, or can be within the same application area. Benchmarking allows for analogies from projects in a different application area to be made.

8.1.2.5 Design of Experiments

Design of experiments (DOE) is a statistical method for identifying which factors may influence specific variables of a product or process under development or in production. DOE may be used during the Plan Quality Management process to determine the number and type of tests and their impact on cost of quality.

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Cause & effect diagramFlowchart

Check sheetPareto diagram

HistogramControl chart

Scatter diagram

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Statistical Sampling: choosing a portion of the work for inspection

Inspection: reviews, peer reviews, audits or walkthroughs (also used to check defect repairs)

Approved Change Requests Review: checking on the change

8.3 Control Quality

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Quality Control Measurements: the results of control quality activities

Validated Changes: the changed or repaired items are inspected

8.3 Control Quality

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249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Verified Deliverables: the approved work

Work Performance Information:

What are the causes for rejection, required rework or adjusting a process?

8.3 Control Quality

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Rita’s Quality Management Process:

Rita

p. 3

16

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8.1 Plan Quality Management - define quality

8.2 Perform Quality Assurance - confirm quality

8.3 Control Quality - assess quality

Planning Process Group

Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group

Project Quality Management

232 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Stakeholder register

.3 Risk register

.4 Requirements documentation.5 Enterprise environmental factors.6 Organizational process assets

.1 Cost-benefit analysis

.2 Cost of quality

.3 Seven basic quality tools

.4 Benchmarking

.5 Design of experiments

.6 Statistical sampling

.7 Additional quality planning tools.8 Meetings

.1 Quality management plan

.2 Process improvement plan.3 Quality metrics.4 Quality checklists.5 Project documents updates

Figure 8-3. Plan Quality Management Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.1Plan

QualityManagement

8.2Perform Quality

Assurance

8.3ControlQuality

P

Q

ProjectDocuments

R

R

P

11.2IdentifyRisks

5.2Collect

Requirements

4.2Develop ProjectManagement

Plan

13.1Identify

Stakeholders

Enterprise/Organization

11.2IdentifyRisks

Figure 8-4. Plan Quality Management Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

243©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Quality management plan

.2 Process improvement plan.3 Quality metrics.4 Quality control measurements.5 Project documents

.1 Quality management and control tools.2 Quality audits.3 Process analysis

.1 Change requests

.2 Project management plan updates.3 Project documents updates.4 Organizational process assets updates

Figure 8-8. Perform Quality Assurance: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.2Perform Quality

Assurance

8.1Plan QualityManagement

8.3ControlQuality

P

QQ

P

Q

C

P

P ProjectDocuments

ProjectDocuments

4.5Perform

IntegratedChange Control

4.2Develop ProjectManagement

Plan

Enterprise/Organization

Figure 8-9. Perform Quality Assurance Data Flow Diagram

The quality assurance process implements a set of planned and systematic acts and processes defined within the project’s quality management plan. Quality assurance seeks to build confidence that a future output or an unfinished output, also known as work in progress, will be completed in a manner that meets the specified requirements and expectations. Quality assurance contributes to the state of being certain about quality by preventing defects through the planning processes or by inspecting out defects during the work-in-progress stage of implementation. Perform Quality Assurance is an execution process that uses data created during Plan Quality Management (Section 8.1) and Control Quality (Section 8.3) processes.

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

249©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

8

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performance data

.5 Approved change requests.6 Deliverables.7 Project documents.8 Organizational process assets

.1 Seven basic quality tools

.2 Statistical sampling

.3 Inspection

.4 Approved change requests review

.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan updates.7 Project documents updates.8 Organizational process assets updates

Figure 8-11. Control Quality: Inputs, Tools & Techniques, and Outputs

Project Quality Management

8.3ControlQuality

8.2Perform Quality

Assurance

8.1Plan QualityManagement

Projectocuments

A erequests

Wo P

PQ sQ s

Organizational

updates

controlmeasurements

4.2Develop ProjectManagement

Plan

4.5Perform

IntegratedChange Control

4.3Direct and

Manage ProjectWork

4.2Develop ProjectManagement

Plan

4.4Monitor and

Control ProjectWork

4.5Perform

IntegratedChange Control

5.5ValidateScope

Enterprise/Organization

ProjectDocuments

Enterprise/Organization

ProjectDocuments

Projectocuments

updates

Verifiedeliverables

Changerequests

ValidatedchangesWoperformanceInformation

Figure 8-12. Control Quality Data Flow Diagram

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Initiating Planning Executing Monitoring & Controlling Closing

Project Management Process Groups

4. IntegrationProject

Management5. Scope

6. Time

7. Cost

8. Quality

9. Human Resources

10. Communications

11. Risk

12. Procurement

13. Stakeholder

Kno

wle

dge

Are

as

10.3 Control Communications

10.310.210.1

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According to Rita how much time does a project manager spend communicating?

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According to Rita how much time does a project manager spend communicating?

About 90%

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10.1 Plan Communications Management: how & why

10.2 Manage Communications: create, collect, distribute, store & retrieve

10.3 Control Communications: meeting communication needs

Planning Process Group

Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group

10.3 Control Communications

289©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

10 - PROJECT COMMUNICATIONS MANAGEMENT

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10.1 Plan Communications Management

Plan Communications Management is the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets. The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-2. Figure 10-3 depicts the data flow diagram of the Plan Communications Management process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Stakeholder register

.3 Enterprise environmental factors.4 Organizational process assets

.1 Communication requirements analysis.2 Communication technology.3 Communication models.4 Communication methods.5 Meetings

.1 Communications management plan.2 Project documents updates

Figure 10-2. Plan Communications Management: Inputs, Tools & Techniques, and Outputs

Project Communications Management

10.1Plan

CommunicationsManagement

10.2Manage

Communications

register Communications

Organizational

nvironmentalfactors

Project

Projectocuments

s

4.2Develop ProjectManagement

Plan

13.3Manage

StakeholderEngagement

13.1Identify

Stakeholders

Enterprise/Organization

ProjectDocuments

Figure 10-3. Plan Communications Management Data Flow Diagram

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10 - PROJECT COMMUNICATIONS MANAGEMENT

10

The communications management plan can also include guidelines and templates for project status meetings, project team meetings, e-meetings, and e-mail messages. The use of a project website and project management software can also be included if these are to be used in the project.

10.1.3.2 Project Documents Updates

Project documents that may be updated include, but are not limited to:

Project schedule, and

Stakeholder register.

10.2 Manage Communications

Manage Communications is the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan. The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-5. Figure 10-6 depicts the data flow diagram of the Manage Communications process.

Inputs Tools & Techniques Outputs

.1 Communications management plan.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets

.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting

.1 Project communications

.2 Project management plan updates.3 Project documents updates.4 Organizational process assets updates

Figure 10-5. Manage Communications: Inputs, Tools & Techniques, and Outputs

42367_ManualPMI5_book-R1.indb 297 3/11/13 4:27 PM

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Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.

Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.

10.3 Control Communications

Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Project communications

.3 Issue log

.4 Work performance data

.5 Organizational process assets

.1 Information management systems.2 Expert judgment.3 Meetings

.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates

Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

To make sure that the right message is delivered to the right audience at the right time

To monitor, control and update the communications plan

10.3 Control Communications

PMBO

K p

. 303

What & Why?

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303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

10 - PROJECT COMMUNICATIONS MANAGEMENT

10

Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.

Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.

10.3 Control Communications

Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Project communications

.3 Issue log

.4 Work performance data

.5 Organizational process assets

.1 Information management systems.2 Expert judgment.3 Meetings

.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates

Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Project Management Plan, which includes:

The reason for distributing the information

The time frame & frequency for distributing information

The individual responsible for communicating

Who is receiving the information

10.3 Control Communications

PMBO

K p

. 303

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303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

10 - PROJECT COMMUNICATIONS MANAGEMENT

10

Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.

Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.

10.3 Control Communications

Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Project communications

.3 Issue log

.4 Work performance data

.5 Organizational process assets

.1 Information management systems.2 Expert judgment.3 Meetings

.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates

Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Project Communications:

The act of communicating - what is released to stakeholders

This may include regular reporting on:

Deliverables status

Schedule progress

Costs incurred

10.3 Control Communications

PMBO

K p

. 303

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303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

10 - PROJECT COMMUNICATIONS MANAGEMENT

10

Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.

Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.

10.3 Control Communications

Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Project communications

.3 Issue log

.4 Work performance data

.5 Organizational process assets

.1 Information management systems.2 Expert judgment.3 Meetings

.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates

Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Issue Log:

Used to document and monitor the resolution of issues

Work Performance Data, which may include:

Details about what communications have been distributed

Feedback on communication

Observations and surveys on communication effectiveness

10.3 Control Communications

PMBO

K p

. 303

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303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

10 - PROJECT COMMUNICATIONS MANAGEMENT

10

Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.

Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.

10.3 Control Communications

Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Project communications

.3 Issue log

.4 Work performance data

.5 Organizational process assets

.1 Information management systems.2 Expert judgment.3 Meetings

.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates

Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Information Management Systems:

Software to create: spreadsheets, charts and presentations ...

Meetings, to:

Respond to stakeholder requests

Decide how to update and communicate project performance

Meet with suppliers, vendors and other stakeholders

10.3 Control Communications

PMBO

K p

. 303

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303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

10 - PROJECT COMMUNICATIONS MANAGEMENT

10

Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.

Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.

10.3 Control Communications

Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Project communications

.3 Issue log

.4 Work performance data

.5 Organizational process assets

.1 Information management systems.2 Expert judgment.3 Meetings

.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates

Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

Work Performance Information:

Status reports and progress information required by stakeholders

10.3 Control Communications

PMBO

K p

. 303

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10.1 Plan Communications Management: how & why

10.2 Manage Communications: create, collect, distribute, store & retrieve

10.3 Control Communications: meeting communication needs

Planning Process Group

Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group

10.3 Control Communications

289©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

10 - PROJECT COMMUNICATIONS MANAGEMENT

10

10.1 Plan Communications Management

Plan Communications Management is the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets. The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-2. Figure 10-3 depicts the data flow diagram of the Plan Communications Management process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Stakeholder register

.3 Enterprise environmental factors.4 Organizational process assets

.1 Communication requirements analysis.2 Communication technology.3 Communication models.4 Communication methods.5 Meetings

.1 Communications management plan.2 Project documents updates

Figure 10-2. Plan Communications Management: Inputs, Tools & Techniques, and Outputs

Project Communications Management

10.1Plan

CommunicationsManagement

10.2Manage

Communications

register Communications

Organizational

nvironmentalfactors

Project

Projectocuments

s

4.2Develop ProjectManagement

Plan

13.3Manage

StakeholderEngagement

13.1Identify

Stakeholders

Enterprise/Organization

ProjectDocuments

Figure 10-3. Plan Communications Management Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction. 297©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

10 - PROJECT COMMUNICATIONS MANAGEMENT

10

The communications management plan can also include guidelines and templates for project status meetings, project team meetings, e-meetings, and e-mail messages. The use of a project website and project management software can also be included if these are to be used in the project.

10.1.3.2 Project Documents Updates

Project documents that may be updated include, but are not limited to:

Project schedule, and

Stakeholder register.

10.2 Manage Communications

Manage Communications is the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan. The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-5. Figure 10-6 depicts the data flow diagram of the Manage Communications process.

Inputs Tools & Techniques Outputs

.1 Communications management plan.2 Work performance reports.3 Enterprise environmental factors.4 Organizational process assets

.1 Communication technology.2 Communication models.3 Communication methods.4 Information management systems.5 Performance reporting

.1 Project communications

.2 Project management plan updates.3 Project documents updates.4 Organizational process assets updates

Figure 10-5. Manage Communications: Inputs, Tools & Techniques, and Outputs

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Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

303©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

10 - PROJECT COMMUNICATIONS MANAGEMENT

10

Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.

Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.

10.3 Control Communications

Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time. The inputs, tools and techniques, and outputs of this process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram of the Control Communications process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Project communications

.3 Issue log

.4 Work performance data

.5 Organizational process assets

.1 Information management systems.2 Expert judgment.3 Meetings

.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates

Figure 10-7. Control Communications: Inputs, Tools & Techniques, and Outputs

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Q

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Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Question

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Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Answer

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Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Question

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Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Answer

Page 35: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Question

Page 36: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Answer

Page 37: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Question

Page 38: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Answer

Page 39: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Question

Page 40: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Answer

Page 41: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Question

Page 42: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Answer

Page 43: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Question

Page 44: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Answer

Page 45: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Question

Page 46: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Answer

Page 47: (Semaphore) - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/034-qualitycomm.pdf · A semaphore telegraph, optical telegraph, shutter telegraph chain, ... Documents R R