Braindump PMP

What are Organizational process Assets?

Any or all process related assets, form any or all of the organizations involved in the project that can be used to influce the project's success.

This includes: Plans, procedures, leassons learned, historical information, schedules risk data and earned value data.

What are Enterprise Environmental Factors?

Cultural, Infrastructur components, commercial databases, market condition, any ressources that currently exists

Any Project Management software like „Project management information system“ (PMIS an automated tool, a configuration management system, an information colletion and distribution system)

Enterprise environmental factors refer to both internal and external factors that surround or influence a project’s success. These factors may come from any or all of the enterprises involved in the project. Enterprise environmental factors may enhance or constrain project management options and may have a positive or negative influence on the outcome. They are considered as inputs to most planning processes

What are Project Phases?

Project phases are divisions within a project where extra control is needed to effictively manage the eompletion of a major deliverable. Project phases are typically completed sequential, but can overlap in some project situation. The high legel nature of project phases makes them an element of project life cycle.

Important → A project phase is not a project management Process group!Important → The phase is not the project life cycle

Large projects may have a complete Live Cycle in every phase.Small projects may have a Live Cycle with several phases in it.

The phase structure allows the project to be segmented into logical subsets of ease of management, planning and control.

Organisation-Types? Matrix, Functional, Projectized

FunctionalThe most common form, think of „silo“. A funcational manager with employees in his deparment.

Advantages: More specialised, Have a home, report to only one supervisor, cleary defined career pathsDisadvantages: PM has no authority, No PM career path, People are more focused on the speciality than on the project

Matrix:The authority is shared between functional and project manager.

Advantages: Highly visible project objectives, Improved project manager control over resources, more support from functional area, maximum utilization of scarce resources, better coordination, better horizontal and vertical dissemination of information, Team members maintain a „home“Disadvantages: Extra administration is required, more than one boss for project teams, more complex to monitor and control, resource allovation is more complex, need extensive policies and procedures, functional managers may have different priorities than managers, higher potential for conflict

Projectized:The project manager is the boss of the team. The work is focused only on the project. The organisation is temporarly till the project ends.Advantages: Efficient project organization, Loyality to the project, more effictive communications than functionalDisadvantages: No „Home“ when project completed, lack of specialization in disciplines, Duplication of facitilies and job functions, may result in less efficient use of resources.

In which Matrix-Organisation Matrix is the Project-Manager the strongest?

In the strong Matrix organization, the PM has more power than the functional manager.

There are also balanced and weak matrix.

Chapter 4 – Integration Management

All Processes in Order?

Knowledge Areas InitatingProcess Group

PlanningProcess Group

ExecutingProcess Group

Monitoring & Controlling Process Group

Closing Process Group

4. Project Integration Management

Develop Project Charter

Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project Work

Perform Integrated Change Control

Close Project or Phase

5. Project Scope Management

Collect Requirements

Define Scope Statement

Create WBS

Verify Scope

Control Scope

6. Project Time Management

Define Activties

Sequence Activities

Estimate Activity Ressources

Estimate Activities

Develop Schedule

Control Schedule

7. Project Cost Management

Estimate Cost

Determine Budget

Control Cost

8. Project Quality Management

Plan Quality Perform Quality Assurance

Perform Quality Control

9. Project HR Management

Develop HR Plan Aquire Project Team

Develop Project Team

Manage Project Team

10. Project Communication Management

Identify Stakeholders Plan Communication Distribute Information

Manage Stakeholder Expectation

Report Performance

11. Project Risk Management

Plan Risk Management

Identify Risk

Perform Qualitative Risk Performance

Perform Quanitative Risk Performance

Plan Risk Responses

Monitor and Control Risks

12. Project Procurement Management

Plan Procurement Conduct Procurement Administer Procurement

Close Procurement

Project Charter Inputs, what Kind of Documents are input, what are „Business Case“, „Contract“, „Statement of Work“. Where they from etc.

Business CaseThe business case is a document provides the necessary information from a business standpoint to determin whether or not the project is worh the required investment.

Project Statement of Work (SOW)Business need → My be based on a market demand, technological advance, legal requirement or goverment regulation.Product scope decription → This doc describes the characteristics of the product that the project will be undertake to create.Strategic plan → The startegic plan documents the organizatin's strategic goals.Created by the project sponsor.

ContractA contract as an input being done for an external customer.

Stakeholer:

A single high-level executive can end an entire project if he or she is not satisfied with the results, even if that person has, by choice, been only tangentially involved in the project. Make sure that all final decision makers have been identified early in the project in order to ensure that their concerns are addressed.

The „Project Managment Plan“ should contain as item:• Key managment reviws for content, extent, and timing to facilitate addressing open issues and peding decision• Need and techiques comminciton among stakeholder• How integrity of performance measurement will be maintained• How work will be exected to accomplish the project objectives• Results of the tailoring by project managment team as follows → Project managemen processes selected, level

of impelmentation of each selected process, description of the T&T to be sued for accomplishing the processes, how selected processes will be used to manage the specific project, including dependencies and interactions among those processes

• The lice cycle selected for the project and the process that will be applied to each phase

Project Management Plan, know all the Inputs from Page 350Input Document What is it Where does it come from?

Change management plan .. that document show changes will be monitored and controlled,

Develop Project Management Plan

Communication management plan What needs to by communicated, why, between whom, best method for communicating, responsibility for sending, when and how often

Plan Communication

Configuration management plan … that documents how configuration managed will be performed.

Develop Project Management Plan

Cost management plan How will i go about planning cost for the project? How will I effectivly manage the project to the cost baseline. Level of accurancy needed. Rules for measuring. Cost change procedures.

Develop Project Management Plan

Cost performance baseline Estimation of the total cost of a project. Activity Costs → Work package costs → control account costs → project costs. Add contigency reservers and finally management reservers.

Determine BudgetRoles and responsibilities

Human resources plan Includes: Roles and resposbilites, Project organization chars, staffing mangement plan

May contain: Recogination and Reward systems, Resource Hisogram, Staffing Management Plan (Acquistion, Calendars, Release plan, training plans, recoginition and reward, compliance, safety),

Develop Human Resource Plan

Process improvement plan How to improve processes, six sigma, kaizen, Plan-Do-Check-Act (PDCA)Improve the processes that are currently in use on the project, helps to save time by increasing the efficiency and preventing problems. Saves money and increase probability the customer will be satisfied.

Plan Quality

Procurement management plan How will be planned, executed and controlled Plan Procurement

Quality management plan Quality practices and stadards that apply to the project. Who is involved in managing planing. Specific duties. Review of decisions.. Quality meetings. Reports addressing quality. What metrics will be used to measure quality. What parts of deliverables will be measured and when.

Plan Quality

Requirements management plan Methods to be used to identify requirements, how to identify, priorize, manage and track

Collect Requirements

Risk management plan Methodology (efford.. project size), Roles and Responsibilites, Budgeting (cost of risk mgt process), Timing, Risk categories (external, internal, technical, unforseeable / where: schedule, cost, quality, scrope, resources, customer /stakeholder satisfaction), Definition of probability and impact, Stakeholder tolerance, Reporting formats, tracking.

Plan Risk Management

Schedule baseline .. is the version of the schedule used to mange the project and measure the project teams performance. Only be changed by approved changes. Contrains activity resources, activity duration estimates...

Develop Schedule

Schedule management plan Includes the scheduling methodology and scheduling software, Rules for how estimates should be stated. Establishment of a schedule baseline, planning how schedule variances will be managed. Identification of schedule change control processes, reporting formats to be used.

Develop Project Management Plan

Scope baseline• Scope Statement• WBS• WBS dictionary

The approved statement, wbs, wbs dictionary are part as baselie eto the project management plan.

Create WBS

Scope mangement plan How scope will be planned, executed and Develop Project Management Plan

controled.

Other Project Documents not part of Project Management PlanDocument What is it Input/Output

Activity attributes Activity ID, WBS ID, Activity name, maybe Activity codes, activity description, predecessor activtites, successor activites, logical relationships, leads and lags, resource requirements, imposed dates, constraints and assumptions.. Person resposible executing, geographic area or place where work has to be performed, level of effort, discrete effort and apportioned affort.

I: Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop ScheduleO: Define Activities

Activity cost estimates Quantitative assessments of the probable costs required to comple project work. The range of the costs indicating degrees of risk. Used to evaluate resonableness of bids or proposals received from potential selles in the procurement process.

I: Identify Risks, Plan Procurement, Determine BudgetO: Activity cost estimates

Activity lists Created with TT decomposition. A list containing all schedule activites required on the project and relation to the scope of work description. Details for the team members to understand what work is required to be completed.

I: Develop Schedule, Sequence Activities, Estimate Activity Resources, Estimate Activity Duration,O: Define Activities

Assumption log N/A N/A

Basis of estimates Contains a complete understanding how the cost estimate was derived. Basis of the estimate, all assumptions made, known contrains, indication of the range of possible estimates, indication of the confidence level of the final estimate

I: Determine BudgetO: Estimate Costs

Change log .. to document changes that occur during a project. The changes and their impact in terms of time, cost, risk for the stakeholders.

I: Manage Stakeholder Expectations

Charter Project purpose or justification, measureable project objectives and related success criteria, high-level requirements, high-level project description, high-level risk, summary milestone schedule, summary budget, approval requirements, assigned project manger, responsibility and authority level, name of the authority sponsor...

I: Develop Project Management Plan, Collect Requirements, Define Scope, Identify StakeholdersO: Develop Project Charter

Contracts Information relating to products, sevices or results that have been purchased.

I: Determine Budget, Develop Project Charter, Administer ProcurementsO: Conduct Procurements

Duration estimates Quantitative assements of the likley number of work periods that will be required to complete an activity. Not including lags. Part of the Schedule baseline. The range is a risk indicator used to identify risks.

I: Develop Schedule, Identify RisksO: Estimate Activity Durations

Forecasts Created by the Tool forcasting in the Control Cost Process...

Part of Performance Reports...I as Budget forcasts: Report PerformanceO as Budget forcasts: Control Costs

Issue log Used to document and monitor the resolution of issues. Facilitate communcation and ensurce common understanding of issues.

Its also a Tool and Technique in „Mange Project Team“. In this case managing the issues within the team.

I: Manage Stakeholder ExpectationsO: Mange Stakeholde ExpectationsO as Part of Document Updates: Monitor and Control Project Work

Milestone list … idenifies all milestones and indicates whether dhe milestone is mandatory. A milestone is a significant point or event.

I: Sequence ActivitesO: Define Activites

Performance reports Documents and presentations that provide organized and summarized work performance information, earned value management parameters and calculations, and analyses of project work progress and status.

Contains: Corrent status, Significant

I: Manage Project Team, Distribute Information, Monitor and Control Project Work, Monitor and Control Risks, Administer Procurements, Distribute InformationO: Report Performance

Document What is it Input/Output

accomplishment for the period, scheduled activies, forcasts and issues.

Analyses of past performance, work completed, summary of changes approved in the period, results of varance analyses, other relvant information to be reviewed and discussed.

In procurement contains also seller performacne and reports on deliverables.. terms of the contract.

Project funding requirements The total funding requirements and periodic funding requirements (quarterly, monthly, annullay) from the cost baseline.

I: Control CostsO: Determine Budgets

Proposals Commes from the sellers.Seller proposals prepared in response to a procurement document package form the basic set of information that will be used by an evaluation body to select one or more successful bidders (sellers).

Seller proposal I: Conduct procurementsO: From the sellers

Procurement documents The documents utilized in bid and proposal activities, which include the buyer’s Invitation for Bid, Invitation for Negotiations, Request for Information, Request for Quotation, Request for Proposal and seller’s responses .

These documents include a description of the desired form of the response, the relevant procurement statement of work (SOW) and any required contractual provisions.

In identify stakeholders, also sells, suppliers and so on should be identified as relevant stakeholders!

I: Identify Stakeholders, Conduct Procurements, Administer ProcurementsO: Plan Procurements

Project organizational structure Function, Matrix, Projectized... Details ? Part of Enterprise Environmental Factors?

Quality control measurements Quality control measurements are the documented results of quality control activities in the format specified during quality planning.

I: Perform Quality AssuranceO: Perform Quality Control

Quality checklists A checklist that verfiy that a set of requried steps has been performed. To check frequently performed tasks are done...

I: Perform Quality ControlO: Plan Quality

Quality metrics … the attributes and how the quality control process will mearure it. Tolances, defect frequency, failre rate, availablity, reliability and test coverage.

I: Perform Quality AssuranceO: Plan Quality

Responsibility assignment matrix (RAM) responsibility assignment matrix (RAM) is used to illustrate the connections between work packages or activities and project team members. On larger projects, RAMs can be developed at various levels.

Often used as a RACI diagram

O? from Tool „Matrix based charts“ in Develop Human Resource Plan

O part of Project Document Updates: Plan Quality

Requirements traceability matrix A table that links requirements to their origin and traces them throughout the project life cycle.

I: Verify Scope, Control ScopeO: Collect RequirementsO: as project document updates: Define Scope

Resource breakdown structure A hierarchical structure of resources by resource category and resource type used in resource leveling schedules and to develop resource-limited schedules, and which may be used to identify and analyze project human resource assignments.

O: Estimate Activity Resources

Tool: Hierachical type charts → Develop Human Resource Plan

Resource calendars Information on which resources (such as people, equipment, and material) are potentially available during planned activity period .

I: Estimate Activity Resources, Estimate Activity Durations, Develop schedule, Determine Budget, Develop Project TeamO: Acquire Project Team, Conduct Procurements

Resource requirements The output of the Estimate Activity Resources process identifies the types and quantities of

I: Estimate Activity DurationsO: Estimate Activity Resources

Document What is it Input/Output

resources required for each activity in a work package. These requirements can then be aggregated to determine the estimated resources for each work package.

Risk register The risk registershould be reviewed to consider risk mitigation costs. Risks, which can be either threats or opportunities, typically have an impact on both activity and overall project costs. As a general rule, when the project experiences a negative risk event, the near-term cost of the project will usually increase, and there will sometimes be a delay in the project schedule.

I: Estimate Costs, Plan Quality, Peform Qualitative Risk Analysis, Perform Quantitative Risk Analyses, Plan Risk Responses, Monitor and Control RisksO: develop Schdule, Identify Risks, Estimate Costs, Determine Budget, Peform Qualitative Risk Analysism Perform Quantitative Risk Analysis,Plan Risk Responses, Monitor and Control Risks

Roles and responsibilites Role, Authority, Responsibility, Competency Part of Human Resource plan, created on Develop Human Resource PlanHuman resource plan is part of the Project Management Plan and Input for nearly all Proceses...

Sellers list A listing of sellers who have been pre-screened for their qualifications and past experience, so that procurements are directed to only those sellers who can perform on any resulting contracts.

Commes from Enterprise/OrganizationI: Conduct Procurements

Source selection criteria Source selection criteria can include information on the supplier’s required capabilities, capacity, delivery dates, product cost, life-cycle cost, technical expertise, and the approach to the contract .

Selection criteria are: Understanding of need, Overal or life-cycle cost, Technical capability, Risk, Management approach, Technical approach, Warranty, Financial cpacity, Production cpacity and interest, business size and type, past performance of sellers, references, intellectual property rights, proprietary rights.

I: Conduct ProcurmentsO: Plan Procurements

Stakeholder analysis Power/influence gridPower/interest gridInfluence/impact gridSalience modell

Stakeholder Analysis Matrix

TT: Identify Stakeholders

Stakeholder mangement strategy Key stakeholders who can significantly impact the project, level of pariciation in the project desire, stakeholder groups and their management.

Stakeholder/interests/Assessment of Impact/Potential Strategies for Gaining Support or Reducing Obstacles

Stakeholder register Identification Informaiton: name, organizational position, location, role in the project, contact informationAssessment information: major requirements, main expectations, potential influence in the project, pahse in the life cycleStakeholde classification: internal/external, supporter/neutral/resistor, etc.

I: Collect Requirements, Plan Quality, Plan Communications, Identify Risks, Manage Stakeholder ExpectationsO: Identify Stakeholders, Direct and Manage Project Execution

Stakeholder requirements O: Plan CommunicationI: Manage stakeholder expectations

Statement of work A narrative description of products, services, or results to be supplied.

I: Develop Project Charter as „Project Statement of Work“, Administer Procurements as part of „Procurment Documents“O: Conduct Procurment as part of „procurement Contract Award“TT as Time and Material Contracts: Plan Procurments

Document What is it Input/Output

Teaming agreements Teaming agreements are legal contractual agreements between two or more entities to form a partnership or joint venture, or some other arrangement as defined by the parties. The agreement defines buyer-seller roles for each party.

I: Plan Procurements, Conduct Procurements,

Team performance assessments The performance of a successful team is measured in terms of technical success according to agreed-upon project objectives, performance on project schedule (finished on time), and performance on budget (finished within financial constraints). High-performance teams are characterized by these task-oriented and results-oriented outcomes.

I: Develop Project Team as part of „Project Management Plan“, Manage Project TeamO: Develop Project Team

Work performance information Deliverable status, Schedule progress and Costs incurred.

I: Report Performance, Monitor and Control Risks, Administer ProcurementsO: Direct and Manage Project Execution

Work performance measurements Work performance information is used to generate project activity metrics to evaluate actual progress compared to planned progress. These metrics include, but are not limited to: planned versus actual schedule/cost/technical performance.

I: Perform Quality Control, Distirbute Information as „Performance reports“, Report PerformanceO: Control Scope, Control Schedule, Control Costs

Project Selection Methods? Which, what?

Categories:• Benifit measurement methods (Murder Board, Peer review, Scoring models, Economic models) – Comperative

Approach• Constrained optimization methods (Linar/Integer/Dynmic/Mulit-Opject Programming) – Mathematical

approach

Present Value (PV) = FutureValue(FV) / (1+interestRate(r)^numberOfTimePeriods(n)

NPV = Net Present ValueNPV >0 , NPV < 0, NPV = 0 = Net present valueNPV > 0 good, npv<0 not good dont acceptNPV = 0 look on other factorsNPV higher the better. The years are not relevant.Always take the project with the highest NPV

IRR higher the better

BCR – Benifit Cost RatioTake always the highest BCR

EconomicValueAdded(EVA)=should be positivEVA quantifies the value a company provides to its invenstors and seeks to determine if a cmpany creating or destroying value to its stakeholder.

Payback Period → Always take the shortes payback period

Opportunity costYou have two projects and this are the costs which are not taken.

Sunk costsAlready done costs

Know everything about integrated change control process...

Done by the „Perfrom Integraded Change Control“Inputs are:

• Project Management Plan• Work Performance Information• Change requests• EEF/OPA

Ouptus:• Change request status Updates• Project management plan updates• Project document updates

Tools:• Expert Judgement• Change control meetings

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.

Following change management activities:• Influence only approved changes are implemented• Review, Analyze and approve change promptly, which are essential as a slow decision maya affect negativly

time, cost or the fasibility of a change• Manage approved changes• Maintain the integrity of baselines by relasing only approved changes for incorporation into the PM Plan and

project docs (also Ensure that project scope changes are reflected in changes to product scope to maintain integrity)

• Review, approve or deny all recommeneded corrective and preventive actions• Coordinating changes across the entire project• document the comple impact of change request

When it comes to changes, the project manager's attention is focused on Preventing unnecessary changes.

Performing integrated change control consists of coordinating and manageing changes across the project. Activities that occur within the context of perfom integrated change control include: verify scope, control scope, control schedule, control cost, perform quality control, monitor and control risks, and administer procurement.

=> all projects, large and small need written change orders! Writen change orders asking the individuals to take responsible for the requests and reduces frivolous requrest.

Configuration management system with integrated change control provides a standardized, effective and efficent way to central manage approved changes and baselines within a project. Configuration control is focused on the specification of both the deliverables and the processes. Change control focus on identify, document and controll changes to the project and product baselines.

Activites are also:• Configuration identification – Select and identify of config items• Configuration status accounting – info is recorted and reported• Configuration verification and audit – ensures configuration items is correct and that corresponding changes

are registered, assessed, approved, tracked and correctly implemented.

When mutliple stakeholders singed the project charter, the project manager should be not only be concered regarding communication requirements, but also should be concerned with the needed competing needs and requires more attention to configuration management.Performing integrated change control consists of coordinating and manageing changes across the project. Activities that occur within the context of perfom integrated change control include: verify scope, control scope, control schedule, control cost, perform quality control, monitor and control risks, and administer procurement

Change requests created by these projects:• All Monitoring & Controlling Process Groups• Some Execution Process Groups:

• Direct and Manage Project Execution• Perform Quality Assurance• Manage Project Team• Manage Stakeholder Expectation• Conduct Procurements

• Plan Procurements in Planning

Actions in the proces:• Look on impact of a change on quality, risk, time, cost, resources and customer satisfaction• Always look on all contrains in Exam questions

Change requests could be:• Corrective action• Preventive action• Defect repair• maybe others...

Process for making changes:• Prevent the root cause of changes• Identify changes• Look at the impact of the change• create a change request• Perform integrated change control:

• Assess the change• Look for options• Approved or rejected• update the status of the change in the change control system

• Adjust the pm plan, proj doc and baselines• Manage stakeholder expections by communicating the change to stakeholders affected

Force-Field analyses could also be used in Managing Changes:

Kurt Lewin developed force field analysis, thought that change is not just an event but is a dynamic balance of opposing forces.

Changes behavior in three steps: unfreezing, Changing, Refreezing.

High-level „What is the best thing to do?“ this order:• Evaluation• Looking for options• Meet with sponsor or change board• inform the customer according to the process defined in the comm plan

Others:

Effective Project integration usually requires an empasis on effective communicatin at key interface points.==

Chapter 5 is Scope Management

The first step in the „Scope managment process“ is to prepare a scope management plan, which is created in the project management plan.

If the project manager is assigned to the project, after creation of the project charter. Before spending time with the scope, he should confirm, that all stakeholders had input into the scope of the project charter...

Variance analysis – Used in several monitoring and controlling processess

TT: Control ScopeTT: Control ScheduleTT: Control CostsTT: Report PerformanceTT: As „Variance and Trend Analysis“ in M&C Risk

Method for resolving the total variance in the set of scope, cost, and schedule variables into specific component variances that are associated with defined factors affecting the scope, cost, and schedule variables

Variance analysis is used in „Scope Control“ to determining the cause and degree of variances relative to the scope baseline and deciding whether corrective or preventive actions required. The output „Change Requests“ of „Scope Control“ is generated by Variance analysis.

Variance analysis in „Control Schedule“ is measured by (SV, SPI). Used to evaluate the project time performance. → corrective and preventive actions

Variance analysis is used in „Control Cost“ by „EVM“ (CV/CPI).

Varaiance Analysis in „Reporting Performance“ brings the variances of Scope and Schedule togehter and with the results from quality and other areas to a report. → Trends and Forcasting

In „M&C Risk“ compare the variances to the planned results and defines risks, and trends in project execution. Indicating potential impacts or opportunities.

Variance analysis is used to figure out, what are the causes and how prevent this in future. Or exploit if it makes things faster....

Control Scope:=> As a subcontractor doing work, make sure that the change request will comply with the contractual provision, scope change control must be integred with the project overall change control system.

Scope change control is part of the overall change process!!!

WBS – How to create it , what criteria, what methods???? Is it by phase, by deliverable?

It shows all projects broken down to manageable deliverables.All project even small ones need a WBS.

How to create it?Involving team and stakeholders!Its not a list but a tree structure.Beeing involved in the creation of the WBS helps people better understand the project and make it easier to see how one deliverable relates to another.A WBS is deliverable oriented and you can see the depencies. Things not Actions.Elements in a list cant broken down, but in the WBS structure.Each level of wbs is a smaller piece of the level above!

Criteria:100% RulePlan outcomes not actions80 hour rulesSmaller or activities are broken down in „Define Activites“

Methods:Decompositon by the team!

WBS dictionary, what i s it, how it looks like?A brief description of a deliverable or work package from the WBS.This document provides a description of the work to be done for each wbs work packages.Description prevent scope creep.Is an output of „Create WBS“ process.Top is 1.0, than 1.1, 1.2, than 1.1.1, 1.1.2 etc.The wbs dictionary typically includes a code of accounts identifer, a statment of work, responsible organization and a list of schedule milestones, among other items.

Project scope statement, what is it, where does it come from?It comes as output from „Define Scope“The inputs are:

• Requirements Documentation• Project Charter• OPA

By Tools:• Expert Judgments (Units of Orga, Consultants, Stakeholders, Professional and technical associations, Industry

groups, subject matter experts)• Product analysis• Alternative Identifcation

• General managment techniques can be used like, brainstorming, lateral thinking, pari wise comparisons

• Facilitated Workshops

Scopebaseline = WBS+WBS dictoionary+Scope statement

The project team is responsible for developing the scope baseline. Other stakeholder, like customers only give input, but not responsible for the baseline!

Definition of „planning packages“Planning package is above the „work package“A Work package is on the bottom

What „Code of accounts“. What level in WBS is 1.4.3.2?

What are „control accounts“?Some WBS entries may be marked as control accounts, if work packages are to small for measurement. Control accounts are placed at selected management points in the WBS. Each control account may include one or more work packages, but each of the work packages must be associated with only one control account.

What is „scope creep“? When should i prevent? → At all times!! No gold plating..

What is „progressive eleboration“? Its not scope creep.. → Control, Change and alter the FasionImportant is that Progressive elaboration of a project specification must be coordinated carefully with proper scope definition. The project scope should remain constant even when product characteristic are elaborated progressively.

Decomposition, where is it used scope and time!„Create WBS“ and „Define Activies“→ A planning technique that subdivides the project scope and project deliverables into smaller, more manageable components, until the project work associated with accomplishing the project scope and providing the deliverables is defined in sufficient detail to support executing, monitoring, and controlling the work.

Rolling wave planning?A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the work breakdown structure, while the work far in the future is planned at a relatively high level of the work breakdown structure, but the detailed planning of the work to be performed within another one or two periods in the near future is done as work is being completed during the current period.

Difference between „Product Scope“ and „Project Scope“Product Scope:

• The features and functions that charactize a product or service• The deliverable (a train terminal etc).

Project Scope:• The work that must be done to deliver a product with the specified features and functions• Planning, coordination, management activites, meeting protocolls

Gather information with (In Collect Requirements)– Interviews– Focus groups– Prototypes– Group creativity techniques

– Brainstorming => Group thinking, not only meeting.– Norminal Group Technique => Ranking of usefull ideas. Voting process often used to sort

Brainstorming results! (Priorization)– Delphi Technique => request for information sent to experts who participate anonymously– Mind Maps => digram of ideas or notes to help generare, classify or record information.– Affinity Diagrams => Grouping requirements to find new– Questionaries and Surveys => used for large groups– Observation => job shadowing … whating potential users– Prototypes => creating modells

– Group decision making techniques=> Not having complete requirements will make maeadurements of project completion impossible!

Requirments traceablitiy matrixLinks Requirments

Requirement AttributesRequirement identification numbersSource of each requirementsWho manage this requirementStatus of the reuqirements

Where are „Validated deliverables“ from, what they are? (Verify Scope)They are from „Perform Quality Control“:Validated deliverables have been completed and checked for correctness by the Perform Quality Control process. A goal of quality control is to determine the correctness of deliverables. The results of the execution quality control processes are validated deliverables

Chapter 6 – Time Management

Early Start (ES), Late Start (LS), Early Finish (EF), Late Finish (LF)

What is the critical Path?You can have 0 or negative Float on the critical path...There are one or several critical path in a network diagram.

Whats the difference of „Total Float“, „Free Float“, „Project float“?

Total Float → Difference of late start and the early start or late finish and early finishFree Float → The amount of delay, without delaying the successorsProject Float → Difference between the customer requirement and the project finish date

Slack=Float

AOA → Activity on Arrow (ADM)Here dummys → The nodes are circles

AON → Activity on Node (PDM)Here no dummys → The nodes are squares=> this the standard..

What are the releationship types on the PDM?Releationships FF, SF, FS, SS

Finish-to-Finish (FF)An Activity must finished before successor can be finished!

Start-To-Finish (SF) Rarely used! An activity must start before the successor can be finished!

Finish-to-start (FS)A activity must finish before the successor can start (DEFAULT!)

Start-to-start (SS)An activity must start before the successor can start.

Critical Chain?Define Reserves in the Schedule, which are used by the different activies.

Adress the bad multitasking, student syndrome and parkinson's Law!

Project buffer and feeding buffer?Part of Critical Chain MethodA project buffer is a quanity of time build in the schedule in the critical chain. Protects the whole project

Feeding buffer – protects the project from variation along feeding chains

What is a „Hammock Activity“A summary activity.A group of related schedule activities aggregated at some summary level, and displayed/ reported as a single activity at that summary level. See also subproject and subnetwork.

What-if scenario analysis?An TT in „Develop Schedule“ and „Control Schedule“Analysis for question „What if the situation reprensted by secnario 'x' happens? Computing different schdules for delays of major component delivery....

What are lag and leed? Difference zu FloatA lead indicates that an activity can start before the predecessor activtiy is completed.A lag is interted if a waiting time is needed between two activity.A float is the time a activity can be delayed without effect on other activites (free flot)/project (project float) or schedule-end-date (total float)

What are activity attributes?Defined in „Define Activites“ as output and used as input on „Secquence Activity“, „Estimate Activity Resources“, „Estimate Activity Durations“ and „Develop Schedule“.

Activity attributes extend the description of the activity by identifying the multiple components associated with each activity. The components for each activity evolve over time. During the initial stages of the project they include the Activity ID, WBS ID, and Activity Name, and when completed may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags (Section 6.2.2.3), resource requirements, imposed dates, constraints, and assumptions.

Milestones... what is a milestone? Aa 0 duration event... not a taskMilestones are checkpoints for the project progress.Is added to the WBS in the iterative planning...

What is „Analogous estimating“ and „Parametic estamating“?Analagous estimating can be done for an activity or a project. Using Expert Judgment and historical infomation to predict the future.

Parametric estiamtes takes a variable to calculate the estimation. Like time to code one line of code in a program etc.With „regression analysis (scatter diagram). Two variables like „lines of code“ and time could be verified if releated and used for calucaltionWith „Learning curve“. If you do something more you need less time, learning how to do it. Building the first house will take longer than the 10th....

Three-point estimate... Calculate standard derivation and varianceThree-Point estimateO=OptimisticM=Most liklyP=Pessimistic

(P+4*m+o)/6 = Exected activity duration (EAD)

Activity standard Derivation (SD) = (P+O)/6

Activity Variance (AV) = ((P+O)/6)^2) = Activity standard derivation squared!

Summ of Standard Derivations = wurzel aus (summe aller Activity Variances)

Order of magnitude estimate

Rough order of magitue-50% to +50% (Rita/Prepcast)-25% to +75% (prazion)ROM = 50

Replimanry-15% to +20% (Prepcast)Prelim = 20

Budget-10 % + 25% (Rita/Prepcast/prazion)Bud = 25

Definitive-10 % to +10% (Rita)-5% to +10% (Prepcast/Prazion)Def = 10

50/25/20/10 → ROM/BUD/PRE/DEF

Dummies, what are dummies???AOA (Activity on Arrow Diagrams) often Need dummys!

GERTKonditionale Sprünge und loops.Ähnelt einen Prozessflussdiagramm.Wird selten eingesetzt meist die falsche Antwort.

Less accurate than PERT, CPM

Schedule compression: Crashing and fast trackingCrashing → more peoplefasttracking → do two activites in parallelOnly to be done on the ciritcal path.Select the cheapest solution first!

What is a schedule baseline?The schedule baseline is the „frozen“ plan. → Part of Project Management PlanThe „Project Schedule“ is the living document. → Project Document

The project schedule is the document which is updated during the project.

The project performance is measured by comparing the actual „Project Schedule“ with the „Schedule Baseline“!

Chapter 7 – Earned Value

Earned Value is the budgeted worth of work performanceEarned value → the value worth of work, not what we have spend!

Formulas:EV (Earned Value) = BCWP (Budgeted Cost of Work Perfomed)PV (Planned Value) = BCWS (Budgeted Corst of Work Scheduled)AC (Actual Cost/Total Cost) = ACWP (Actual Cost Work Performed)BAC = Budget at CompletionEAC = Estimate at CompletionETC = Estimate to Completion

CPI (Cost Performance Index) = EV/AC // Getting X$ for every 1 $ SPI (Schedule Performance Index) = EV/PV // Prograssing at X % of planned rateSV (Schedule Variance) = EV – PV // Negative behind, postive ahead of scheduleCV (Cost Variance) = EV – AC // negative is over and postive is under budget

EAC (flawed) = AC + bottum-up ETC

EAC (no variances) = BAC/CPI

EAC (atypical) = AC + (BAC – EV)

EAC (typical) = AC + (BAC-EV)/(CPI*SPI)

TCPI (BAC, FAC) → there are two typesTCPI based on BAC = (BAC – EV)/(BAC – AC)TCPI Based on EAC = (BAC – EV)/(EAV – AC)

What is a burn rate?Burnrate = AC/EVorBurnrate = 1/CPI

What is „Depreciation“ (Wikipedia)->Depreciation = AbschreibungRita:Straight Line Depreciation = Same amount every year > 10 Year depreciation of 1000$ is 100$ each yearAcclerated Depreciation has a higher value.. % every year from the remaining

What are direct and indirect costs?„Direct Costs“ are direct attributable to the project. (Workhours, Cost of material...)„Indirect Costs“ are overhead items (Taxes, fringe benifits)

„Variable Costs“ change with the amount of production (Material)„Fixed Costs“ didn't change with the amount of production (Rent, setupcosts)

Chapter 8 – Quality is abouot Tools and Techniques and Processes

What are all tools and techniques of qualtiy:

Reserve analyisisAvoid padding. Define contingency reserve (time reserve or buffer) and management reserve.Contingency reserver → Risk ResponsesManagement reserve → unforseen risks

The contigency risk can only used for the risk it was defined. If not, there must be used for preventive or corrective actions, fast track, crash or adjucst the project with changes...

Asking for additonal reserve indicates not properly planning.

Cost of qualityThe cost of work added to the project to accommodate quality efforts should be included in the project estimate.Quality must be planned in!

Cost of Conformance → Quality training, Studies, Surveys, Erfforts to ensure everyone knows the process to useCost of Nonconformance → Rework, Scrap, Inventory costs, Warranty costs, Lost business

Cost of conformance should be lower that const of nonconformance → Or we spend time/costs and not archive a better quality! => Make also sure not to spend to much

Cost-Benefit AnalysisWeights the benifits against the costs. Can also be used for project selection.

Control ChartsThey are set up in „Plan Quality“ and utilized in „Perform Quality Control“.The control chart shows whether the samples withn thos limitsCan also be used for performance figures, costs and schedule variances.Commonly used for poruction. Within acceptable limist → in control// outside → out of controlout of control means „Special cause variation“

Upper and Lower Control LimitsOften shown as dashes in the control chart. They are the acceptable range of variation.They are set by PM and stakeholders based on quality standards. +/- 3 Sigma or standard derivation

Control limits could be many things, like work package duration. When it is a problem 1 hour late 1 day?

Specification limits represent the customers expecations or contractual requirments. Control Limits must be stricter than specification limits or it will be produced waste etc.

BenchmarkingLooking on other projects to get ideas from improvement on the current project and provide a basis (benchmark) to use in measuring quality performance.

Design of ExperimatnesTo Experiment, which variables will improve quality. Example: Change the type of wood for a desk etc.

Statistical Sampling / InscpectionNot checking every product because:

• Would take too long• cost too much• be too destructive

FlowchartingShows the process or system flows from beginn to end. See the process and find potential quality problems.

Cause and Effect DiagramsAlso called Fishbone Diagramm, Ishikawa DiagrammUsed to fix a defect or get the root cause of a defect.→ A creatuve way to look at the causes of a problem→ Helps simulate thinking, organize thoughts and generate discussion→ Can be used to explore the factors tat whil result in a desired future outcom

Some kind of the 5 Why-Question technique!

HistogramSimply displays bars or columns. Show which problems to be dealed

Pareto Chart / 80-20 rule /Pareto's lawA histogram, where arranges the results from most frequent to least frequent ot help identify.

Joseph Juran adapted Vilfredo Pareots 80/20 rule. 80 % of problems have 20% root causes...

Run ChartA chart to see the history of variations... there no control limites or something

Scatter DiagrammShows a diagramm displaying two variables and they relationship.Displays if this two are related.

Rule of 7 and what is meanWhen a value is 7 times on the same side of the mean!Than it is possible out of control. This is a rule of the dumb. Maybe the measurement is broken or something.

What is 6 sigma and all the others 1- 6 sigma1 = 68.27%3 = 99.73%6 = 99.9999998%

Chapter 9 – Human Ressource Management

Maslow's theoryNot most modivated by work, security or mony. Insted highest motivation is to contribute and use their skill. Top is „self-Actualisation“.Displayed as pyramidTOP → Self actualisationEsteemScocialSafetyBOTTOM → Physiological

McGregor's theory – X and YBelives workes fit in one of the to groups

X-> People need to be watched every minute. Incapable, avoid responsibility, avoid workY → willing to work without supervision and can direct their own efforts.

Herzberg's Hygiene factorsPoor hygine factors destroy motivation but improving them will not always improve motivation...→ Working conditions→ Salary→ Personal life→ Replationship at work→ Security→ Status

Motivation agents are:→ Responsbility→ Self-actualisation→ Professional growth→ Recoginition

Victor Vroom (Expectancy)Employes who will lead to effective performance and expected to be rewared will remain productive as rewards meet their expectaion.

5 stages of team development• Forming• Storming• Norming• Performing• Adouring

Leaders need to be watchful for the following negative roles and behaviors within their individual teams:

Aggressor

The aggressor criticizes everything said within the team environment, and is in effect an active naysayer. He or she has the ability to block the introduction of new ideas and concepts by minimizing and deflating the status of other team members and creating a sense of intimidation. If this behavior and role is not checked it will tend to decrease the team’s overall motivation and subsequent member involvement.

Blocker

The blocker is a dominant personality who automatically rejects the views and perspectives of others out of hand. This individual blocks the team’s ability to brainstorm and discuss the merits of new concepts and ideas raised. Like the aggressor, this individual can be highly detrimental to the team effort as he or she intimidates individual members, limits their participation and decreases overall team motivation and involvement.

Withdrawer

The withdrawer holds back his or her personal participation and refuses to become active within the team environment. This individual focuses the team on his or her immature behavior and attempts to resolve the conflict and unrest it creates, which effectively limits the team’s ability to make progress on problems and assigned projects.

Recognition Seeker

The recognition seeker looks for personal attention and in so doing monopolizes the discussion by continually asserting his or her personal ideas, suggestions and viewpoints. The recognition seeker is also attempting to win the team over to his or her ideas and opinions. Unfortunately, this behavior minimizes other individual team members input, which hampers overall team participation, involvement and motivation.

Topic Jumper

A topic jumper is unable to explore any specific topic in depth. He or she displays a short attention span and continually interrupts group discussions by attempting to change the subject. These continual interruptions diminish overall productivity by keeping team meetings off-focus.

Dominator

The dominator displays threatening and bullying behavior within the team setting. This individual uses intimidating and minimizing behavior in an attempt to take over the team and control all discussions. The dominator will typically “hijack” the team by coercing it to pursue his or her personal agenda.

Devil’s Advocate

While the devil’s advocate in the sense of introducing different viewpoints into the team discussion is a positive team function, it can become a negative role when used to block team progress or consensus. In this regard, the devil’s advocate is simply a naysayer that refuses to allow the team to move forward.

Appendix G PMBOK

Leadership / InfluencingGet things done thour others. Group of people toward a common goal and enabling them to work as a team. Respect, Trust rather than fear/submission.

Directing – This syle involves telling others what to doFacilitating – Coordinates the iInfluencingnput of othersCoaching – Helping others to archive their goalsSupporting – Provide assitance along the wayAutocratic – Has the power to do whatever he or she wantsConsultative – Bottom-up uses influence to achive resultsConsultative-Autocrativ – Solicits input from members , but retain decision makingConsensus – make decison on group agreementDelegating – manager establish goals and give them to the project teamBureaucrative – Following processes exactlyCharismatic – Energize and encourage team members to perform on projectDemocratic or Participative – Encourage their team in participation in decision makingLaissez-fair – allow to act, leave aloneAnalytical – depends on own technical knwolage and ability. Makes the decision and tell teamDriver – gives directions. Drives to winInflencing – emphasize teamwork, teambuilding and team decision making.

Team buildingTeam building activities consist of tasks (establish goals, define, and negotiate roles and procedures) and processes (interpersonal behavior with emphasis on communication, conflict management, motivation, and leadership). Developing a team environment involves handling project team problems and discussing these as team issues without placing blame on individuals.

Forming, Storming, Norming, Performing, Adjourning → see above!

Problems caused by lack of trust?Do members trust each others?Do they trust me?Dont lose trust by not honest or consistent→ Reward systems?

Archived:• Taking classes together• Milestone parties• Holiday and birthday celebrations• Outside-of-work trips• Creating the WBS!• Getting everyone involved in some way in planning the project

MotivationMotivating in a project environment involves creating an environment to meet project objectives while offering maximum self-satisfaction related to what people value most. These values may include job satisfaction, challenging work, a sense of accomplishment, achievement and growth, sufficient financial compensation, and other rewards and recognition the individual considers necessary and important.

CommunicationCommunication has been identified as one of the single biggest reasons for project success or failure. Effective communication within the project team and between the project manager, team members, and all external stakeholders is essential. Openness in communication is a gateway to teamwork and high performance.

Conflict ManaementViews of Conflict:

• Conflict is an inevitable consequence of organizations• Conflict can be beneficial• Conflict is resolved though openness, identifying causes and problem solving by people involved and their

immediate mangers

Top list for causes:1. Schedules2. Project priorities3. Resources4. Technical opinions5. Administrative procedures6. Cost7. Personality

Done by:• Confironting (Problem Solving) → BEST win-win• Compromising• Withdrawal → usual not the BEST• Smoothing (accommodating)• Collaborating• Forcing

Decision making

Decision making model:

1. Problem Definition—Fully explore, clarify, and define the problem. 2. Problem Solution Generation—Prolong the new idea generating process by brainstorming multiple solutions and discouraging premature decisions. 3. Ideas to Action—Define evaluation criteria, rate pros and cons of alternatives, select best solution. 4. Solution Action Planning—Involve key participants to gain acceptance and commitment to making the solution work. 5. Solution Evaluation Planning—Post-implementation analysis, evaluation, and lessons learned. 6. Evaluation of the Outcome and Process—Evaluate how well the problem was solved or project goals were achieved (extension of previous phase).

Political and cultural awarenessToday project managers operate in a global environment, and many projects exist in an environment of cultural diversity. By understanding and capitalizing on cultural differences, the project management team is more likely to create an environment of mutual trust and a win/win atmosphere. Cultural differences can be both individual and corporate in nature and may involve both internal and external stakeholders. An effective way to manage this cultural diversity is through getting to know the various team members and the use of good communication planning as part of the overall project plan.

NegotationThe following skills and behaviors are useful in negotiating successfully: • Analyze the situation. • Differentiate between wants and needs—both theirs and yours. • Focus on interests and issues rather than on positions. • Ask high and offer low, but be realistic. • When you make a concession, act as if you are yielding something of value, don’t just give in. • Always make sure both parties feel as if they have won. This is win-win negotiating. Never let the other party leave feeling as if he or she has had advantage taken of them. • Do a good job in listening and articulating.

Develop HR PlanDefinition of Roles and responsibilitesMembers should know what work packages or activites they are assigned to, what skills they need to have.

Enterprise Environmental Factors:What organizations will be involved?Are there hidden agendas?Is there anyone who does not want the project?What is the availabilitly of contract help?What is the availability of training for the project team members?

Organizational Process Assets:Processes in developing the HR plan.Historical information from past project

Organization Charts and Position descriptsUsed for roles and responsibilitesUsing:

• Responsibility assignement metricas• Organizational communicate roles and responsibilties• Resource break down strucutre• position descriptions

Chapter 10 → Communication

Number of channels of communication

Number of channesl = n*(n-1)/2

90% of the pm time is communication!

Chapter 11 – Risk Management

EMV (Expected Monetary Value Analysis)= Probability * Impact

299 in the PMBOK GUIDEDecision tree analysis!

Secondary Risk?Any new risk created by implementation of selected risk response. A respond can create a new risk, that will occure. → Outsource for risk reduce → lake of competence

Contingue Reserve and a Managment Reserve?

8. Cost Budget7. Management reserve6. Cost baseline5. Contingency reserve4. Project Estimate3. Control account estimates2. Work package estimates1. Activity estimates

Contigency resever → Known unknowns (simply Knowns)Management reserver → unknown unknowns (simply unknowns)

The reservers dont increase the costs of the project. They should be a reduction to the poject schedule and cost.

Passive and Active Acceptance?Do nothing an say „if it happens, it happens“.Active acceptance will create contingency plan to be implemented if the risk occures.Passive acceptance leaves actions to be determined as needed, if (after) the risk occures.ShortActive → Plan response beforePassive → Not plan

Strategies on negative Risks and what differ them from others?They have different response strategies!Threads have → Avoid, Mitigate, Transfer (Deflect, Allovate)Opportunities → Exploit (the reverse of avoid), Enhance (the reverse of mitigate), ShareBoth have ACCEPT as possibiliy

Difference between accept and mitigation?Migate is to reduce the probability or the impact of the thread. Making risk smaller and removing it from top risks.Acceptance is to plan an active response if it happen ->> „If it happens, it happens“. To try to reduce...

Chapter 12 - Procurement

Contract types→ Fixed prices (FP)

Also FP, Lump Sum, Firm Fixed PriceRisk is at the sellerSeller must be concerned by Procurement Statement of workScope must be well defined!

Fixed Price Incentive Fee (FPIF)Addition profits if the performance criteria are better, the work is done faster. Based on final negotion costs to the total target costs.

Fixed Price Award Fee (FPAF)Pay Fixed price plus award (bonus) on peformance. Possible award is defined in advance.

Purcase OrderSimply buy a product or service.

→ Time and Material (T&M)Buyer pays per hour and/or per item.Only for short time periods and small dollar amounts.Buyer has a medium amount of cost risk

→ Cost Reimbursbale (CR)Used with uncertain scopeAllows seller to incurred costs to extent prescriped in contract.Need an accounting system to track costs by project.Buyer has cost risks.

Cost ContractThe seller receives no fee (profit) → only by nonprofit organizations

Cost plus Fee (CPF) or Cost Plus Percentace of Costs (CPPC)Pay all costs plus a percentage of costs as fee. Not allowed for us federal acuisations

Cost Plus Fixed Fee(CPFF)A cost plus fixed fee contract provides for payxments to the seller of actual costs plus a fixed negotiated fee.

Cost Pluc Incentive Fee (CPIF)Costs Plus an adjustable fee based on the performance., Seller gets a percentage of the savings

Cost Plus Award Fee (CPAF)Buyer pays all costs and a base fee plus and award amount (a bonus) on performance

PTA (Point to total assumption) Related only to „Fixed Price Incentive Fee“ Contracts. Costs that go above the pta are assumed to be due mismanagement. Sellers will sometimes monitor their costs against the PTA to make sure they are sill receiving a provit:

PTA = (Ceiling price – Traget price)/Buyers share Ratio + Target Cost

XX - Professional and social responsibleCategories:

• Responsibility• Respect• Fairness• Honesty

→ Culture shock→ Customary fee→ Ethnocentric→ Respect→ Honesty→ conflict of interes scenarios→ PMI Code of Ethics and Professional Conduct→ PMP Handbook

Knowledge Area Process Inputs Process Group

Integration Monitor and Control Project Work Project management plan Monitoring and Controlling

Integration Perform Integrated Change Control Project management plan Monitoring and Controlling

Scope Verify Scope Project management plan Monitoring and Controlling

Scope Control Scope Project management plan Monitoring and Controlling

Time Control Shedule Project management plan Monitoring and Controlling

Cost Cost Control Project management plan Monitoring and Controlling

Quality Perform Quality Control Project management plan Monitoring and Controlling

Communication Report Performance Project management plan Monitoring and Controlling

Risk Minotr and Control Riks Project management plan Monitoring and Controlling

Procurements Administer Procurements Project management plan Monitoring and Controlling

Integraion Direct and Manage Project Execution

Project management plan Execution

Quality Perform Quality Assurance Project management plan Execution

Human Resources Acquire Project Team Project management plan Execution

Human Resources Develop Project Team Project management plan Execution

Human Resources Manage Project Team Project management plan Execution

Communication Distribute Information Project management plan Execution

Communication Manage Stakeholder Expections Project management plan Execution

Knowledge Area Process Inputs Process Group

Time Define Activites Scope Baseline Planning

Cost Estimate Costs Scope Baseline Planning

Cost Determine Budget Scope Baseline Planning

Quality Plan Quality Scope Baseline Planning

Risk Identify Risk Scope Baseline Planning

Procurements Plan Procurement Scope Baseline Planning

Scope Basline comes from „Create WBS“

==Change requests are the input for „Perform Integrated Change Control“.

Knowledge Area Process Ouputs Process Group

Procurements Plan Procurements Change Requests Planning

Scope Verify Scope Change Requests Monitoring and Controlling

Scope Control Scope Change Requests Monitoring and Controlling

Time Control Schedule Change Requests Monitoring and Controlling

Cost Control Costs Change Requests Monitoring and Controlling

Quality Perform Quality Control Change Requests Monitoring and Controlling

Communications Report Performance Change Requests Monitoring and Controlling

Risk Manage and Control Risk Change Requests Monitoring and Controlling

Procurements Administer Procurements Change Requests Monitoring and Controlling

Integration Direct and Manage Project Execution

Change Requests Executing

Quality Perform Quality Assurance Change Requests Executing

Human Ressource Manage Project Team Change Requests Executing

Communictaion Manage Stakeholder Expectations Change Requests Executing

Procurements Conduct Procurement Change Requests Executing