Initiating

4.1
Develop Project Charter—The process of developing a document that
formally authorizes a project or a phase and documenting initial
requirements that satisfy the stakeholder’s needs and expectations.

The project charter documents the business needs, current understanding

of the customer’s needs, and the new product, service, or result that it is
intended to satisfy

Charter contains: project purpose,

Objectives
high level reqs, description, risk
summary milestone schedule
approval reqs

10.1
Identify Stakeholders—The process of identifying all people or organizations impacted
by the project, and documenting relevant information regarding their interests,
involvement, and impact on project success.

Use stakeholder analysis

Prioritize key stakeholders to efficiently communicate and manage expectations.

Use expert judgment – identified stakeholders, managers, subject matter experts.

Create stakeholder register,

stakeholder management strategy – increases support and minimizes negative
impact of stakeholders

Planning
4.2
Develop Project Mgmt plan
Generate baselines for Schedule, Cost, Scope – changes must be approved

5.1 - Scope
Collect Requirements – Define and Document stakeholders’ needs to meet project objs
Must be measurable

Tools – Interviews, Focus groups, workshops, Creativity techniques(brainstorming,

Delphi, nominal, etc), Group decision techniques, observations, prototypes
Output – req docs,
req mgmt plan (how requirements will be analyzed, documented,
and managed throughout the project)
Req traceability matrix – links req to origin

5.2
Define Scope – Develop detailed description of project and product

Output – scope statement – scope description, acceptance criteria, deliverables,

exclusions, constraints, assumptions

5.3
Create WBS – Dividing deliverables and work into smaller, more manageable
components

Tools - Decomposition
Create lower level detailed components

Rolling wave planning – waiting to decompose a deliverable that will be accomplished

far into the future. Decomposition occurs when details are available.

Output – WBS, WBS dictionary (provides detailed descriptions of the WBS components
Scope baseline (scope statement, WBS, WBS dictionary)

6.1
Define activities - The process of identifying the specifi c actions to be performed to
produce the project deliverables.

Tools – Decomposition – Break down work into Activities representing the effort needed
to complete a package.
Rolling Wave Planning

Output – Activity List, Activity Attributes, Milestone List

6.2
Sequence Activities - identifying and documenting relationships among the project
activities.

Tools – Precedence Diagramming Method (used in Critical Path) used to create schedule
network diagram
Dependency Determination
Apply leads and lags
Output – Schedule Network Diagram – shows activities and dependencies

6.3
Estimate Activity Resources - estimating the type and quantities of material, people,
equipment, or supplies required to perform each activity

Tools – Bottom Up estimating, project mgmt software, expert judgment, Alternatives

Analysis, published estimation data

Output – Activity resource requirements, Resource Breakdown Structure (breakdown by

resource category and resource type)

6.4
Estimate Activity Durations - approximating the number of work periods needed
to complete individual activities with estimated resources.

Tools – Analogous Estimating, Parametric, 3-point, Reserve Analysis

Output – Activity Duration Estimates,

6.5
Develop Schedule - analyzing activity sequences, durations, resource requirements, and
schedule constraints to create the project schedule.

Developing schedule is an iterative process

Create baseline schedule to track progress
Need resource calendar as input.

Tools – Schedule Network Analysis (Critical path method, critical chain, what-if,
resource leveling) to calculate early and late start and finish dates.
Critical path method
Critical chain method
Resource Leveling
What-if scenario
Apply Leads and lags
Schedule Compression – Crashing, fast tracking
Scheduling Tool

Output – Project schedule – milestone chart, bar chart, or schedule network diagram
Schedule baseline
Schedule data – resource reqs by time period, best/worst case, etc
7.1
Estimate Costs - developing an approximation of the monetary resources needed
to complete project activities.

Tools – Expert judgment, Analogous estimating, Parametric Estimating, Bottom up, 3-

point, reserve analysis, Cost of Quality, Estimating software, vendor bid analysis,

Outputs – Activity Cost estimates, Basis of estimates,

7.2
Determine Budget - aggregating the estimated costs of individual activities or
work packages to establish an authorized cost baseline.

Tools – Cost Aggregation, Reserve analysis, Expert judgment, historical relationships,

funding limit reconciliation

Output – Funding Requirements, Cost performance baseline

8.1
Plan Quality - identifying quality requirements and/or standards for the project
and product, and documenting how the project will demonstrate compliance

Tools – Cost Benefit analysis, cost of quality (investing to prevent non-conformance)

Control charts, benchmarking, DOE, statistical sampling, flowcharting, six sigma

Output – Quality mgmt plan, Quality Metrics - an operational definition that describes a
project or product attribute and how the quality control process will measure it.
Quality checklist – verifies a set of steps has been performed
Process improvement plan -

9.1
Develop Human Resource Plan - identifying and documenting project roles,
responsibilities, and required skills, reporting relationships, and creating a staffing
management plan.

Determine skills necessary for project success.

Tools – Org charts (to document roles and responsibilities), RACI, Networking,
Organizational Theory

Outputs – Human Resources plan: Roles and Responsibilities, Project Org Chart, Staffing
Mgmt Plan(resource calendar, staff release plan, training needs, etc)
Executing
4.3
Direct and Manage Project Execution
Implement approved changes – Corrective Action, Preventative, Defect

Output – Work Performance Information – Deliverable Status, Schedule Progress, Costs

incurred

Create Change requests

Update the project mgmt plan

8.2
Perform Quality Assurance - auditing the quality requirements and the results from
quality control measurements to ensure appropriate quality standards and operational
definitions are used

Tools – Quality Audits - independent review to determine whether project activities

comply with organizational and project policies
Process analysis – identify needed improvements to increase product quality

Outputs – Change Requests and plan updates

9.2
Acquire Project Team - confirming human resource availability and obtaining the
team necessary to complete project assignments.

Negotiate and influence people in position to provide human resources

Tools – Pre-assignment, Negotiation (with functional managers), Acquisition, Virtual

Teams

Output – Project Staff Assignments – Documentation of team assignments

Resource Calendars – document the time periods that each member can work on
the project.

9.3
Develop Project Team - improving the competencies, team interaction, and the
overall team environment to enhance project performance.

Tools – Interpersonal skills, Training, Team-Building Activities (Forming, Storming,

Norming, Performing, Adjourning), Ground Rules, Co-Location, Rewards and
Recognitions
Outputs – Team Performance Assessment - The performance of a successful team is
measured in terms of technical success according to agreed-upon project objectives,
performance on project schedule, and performance on budget

9.4
Manage Project Team - tracking team member performance, providing feedback,
resolving issues, and managing changes to optimize project performance.

Tools – Observation and Conversation

Project Performance Appraisal - clarification of roles and responsibilities,
constructive feedback to team members, discovery of unknown or
unresolved issues, development of individual training plans, and the
establishment of specific goals for future time periods.
Conflict Management, Issue Log,
Interpersonal Skills – Leadership, Influencing, Effective Decision Making

Output – EEF, OPA, CRs, Proj Mgmt Plan updates – Update Staffing Mgmt Plan

Monitor and Control

4.4
Monitor and Control Project Work - the process of tracking, reviewing, and regulating
the progress to meet the performance objectives defi ned in the project management plan.

Compare actual performance against the project mgmt plan

Assess performance to determine whether corrective or preventative action is necessary
Identify risks
Forecast to update current cost and schedule info
Monitor implementation of approved changes

Output – Change requests, plan and doc updates

4.5
Perform Integrated Change Control - the process of reviewing all change requests,
approving changes and managing changes to the deliverables, organizational process
assets, project documents and the project management plan

Work with CCB to review, approve, or deny recommended changes

Coordinate changes across the product
Document the impact of change
Communicate the changes to stakeholders
Update the project management plan to reflect all approved changes.

5.4
Verify Scope – formalizing acceptance of completed deliverables

Output – accepted deliverables, change requests

5.5
Control Scope – Monitoring status of the project scope and managing changes to scope
baseline

Ensure all requested changes go through Change Control

Uncontrolled changes are Scope Creep

Tools – Cariance analysis – assess magnitude of variation from original scope baseline.
Determine the cause of variance and decide if corrective or preventative action is needed.

Output – Work Performance measurements – planned vs actual performance

6.6
Control Schedule - monitoring the status of the project to update project progress and
manage changes to the schedule baseline

Tools – Performance reviews - measure, compare, and analyze schedule performance

such as actual start and finish dates, percent complete, and remaining duration for work in
progress. Determine if variation requires corrective action.
Variance Analysis – EVM
Proj mgmt software, Resource leveling, what if analysis, adj leads and lags,
schedule compression

Output - Work Performance Measurements – SV and SPI are communicated to

stakeholders
Plan updates – schedule baseline, cost baseline, schedule mgmt plan

7.3
Control Costs - monitoring the status of the project to update the project budget
and managing changes to the cost baseline

Record costs spent to date.

Tools – EVM, forecasting, to-complete performance index, performance
reviews(compare cost performance over time - variance analysis, trend analysis),
variance analysis, software

Outputs – Work performance measurements – calculated CV, SV, CPI, SVI for WBS
components
Budget forecasts – Estimate at complete (EAC)

8.3
Perform Quality Control - monitoring and recording results of executing the
quality activities to assess performance and recommend necessary changes

Performed throughout the project

Usually performed by a QC department

*You have been the lead interface with QC to get deliverables validated.

Tools – cause and effect diagrams(ishikawa), control charts, flowcharts, histogram,

pareto, run chart, scatter diagram, sampling, inspection

Outputs – Quality control measurements, validated changes, validated deliverables,

change requests

Closing
4.6
Close Project or phase
Satisfy completion criteria
Transfer project’s output to the next phase
Audit success and failures
Gather lessons learned