Project management Framework

Types of organization (functional,projectized,matrix)

Integration Management
1.
2.
3.
4.
5.
6.
7.

Develop Project charter

Develop Preliminary Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Integrated Change Control
Close Project

Benefit Measurement- predict success rates using features and benefits

Mathematical model- predict success rates using formulas. Contrained
optimization uses linear programming, a meth model

Scope Management
1. Scope Initiation prepare project charter
2. Scope Planning prepare Scope Management Plan which describes
processes for creating scope, verifying its completeness and
dealing with scope changes
3. Scope Definition (Create WBS, Scope baseline)
4. Scope Control (updates to scope statement, scope baseline, WBS,
WBS dictionary, PM Plan)
5. Scope Verification (inspection by stakeholders)

Lowest level in WBS is Work package.

WBS dictionary contains details of every work package. It is a
separate output of create WBS process
This creates the Scope Baseline

Scope Creep/Gold Plating

PMIS- place (PC) where the configuration mgmt system resides.

Time Management
1. Activity Definition
2. Activity Sequencing
3. Activity Resource Estimating (resource availability, activity
attributes, enterprise environmental factors, organizational
process assets, Project Management Plan)
4. Activity Duration Estimating
5. Schedule Development
6. Schedule Control

Precedence Diagramming Method (PDM or AON)/Arrow

Diagramming Method (AOA)
Triple constraint-cost, time and scope.
Lag time is when you purposefully put a delay between
predecessor task and successor task
Lead time is when you let successor task to get started
before the predecessor finishes
Bottom-up (definitive) estimating means breaking down
complex activities into pieces, and working out resource
assignments for each of the simpler pieces.
Analogous Estimating - look activities from previous proj.
is the least accurate
Parametric Estimating (budget) ex. SMC criteria
Three-point Estimates- realistic, optimistic, pessimistic
Reserve Analysis
Pert= (P+4M+O/6);Standard deviation = (P-O)/6;Pert uses
weighted average
Crashing is adding more resources to finish ahead- costs
more.
Fast-tracking is to perform multiple activities
simultaneously. Crashing and fast-tracking are schedule
compression tools. Fast track activities on critical path
to save time. Funding limit reconciliation is done after
fast tracking. Fast tracking increases risks
Lag means making sure that one task waits a while before it
gets started
Lead means when you let a task get started before its
predecessor is done.
Critical path will have zero or negative float

Float=LS-ES/LF-EF;GERT is only diagramming technique

Project Management software is best used to control
schedules

Cost Management
1. Cost Estimating
2. Cost Budgeting(cost aggregation, come up with reserves, build
baseline)- cost baseline contains cost for all months including
contingency reserve for risks
3. Cost Control

CV =
CPI =

Cost of quality is how much money it takes to do the

project right.
NPV= Actual Value at any given time minus
Variable and direct
m costs are most affected by size and
scope. So, PM should focus on reducing this for budget

AC

m
m
m
m
iD
n
u
s

EV

m
i
-i
n
u
Ds

PV
=SPI

= SV

EAC = BAC/CPI
ETC = EAC AC
VAC = BAC EAC

Order of magnitude (top-down) -25->+75

Parametric/Budget -10->+25. It uses a mathematical module to
predict cost/time ex: dollars per module
Definitive/bottom-up -5->+10

Quality Management
1. Quality Planning- how to prevent defects (tools are cost-benefit
analysis,benchmarking,DOE,COQ)
2. Quality Assurance execution phase ex. Quality audits
3. Quality Control (Tools are Cause and effect diagram, Control
charts, Pareto chart, run chart, scatter diagram, statistical
sampling, inspection, defect repair review)- sometimes WBS is
also used to control quality inspection is part of QC

Rule of seven means that any time you have seven data
points in a row that fall on the same side of the mean in a
control chart, you need to figure out why
Ishikawa/Fishbone(cause and effect diag.) helps to pinpoint
defect cause (to stimulate thinking ), while Pareto chart
help to determine which causes to focus to improve quality

Scatter charts look at relationships between data.

Rework, Scrap, Warranty costs are cost of non conformance
while quality training is not
DOE helps determining combination of variables that improve
quality

Human Resource Management

1. Human Resource Planning (plan exact. No. of resources, Develop
project team-train and keep them motivated and produce Staffing
Management Plan)

Legitimate Power/Reward Power/Expert Power/Referent

Power/Punishment Power
In a matrixed organization, team does not directly report
to project manager
Maslows hierarchy of needs (you cant achieve higher needs
until you are confident with lower ones)
Herzbergs Motivation-hygeine theory (good working
conditions, satisfying personal life, good relation)
McGregors Theory X and Theory Y(Theory X will micromanage
and Theory Y will trust team)
Expectancy theory- give people an expectation of a reward
in order to motivate
McLellands Achievement theory (people need
achievement,power and affiliation to be motivated)
Confronting is another name for problem solving
Smoothing is minimizing the problem.
50% of project problems caused by resources,schedules and
priorities
RACI (Responsible,Accountable,Consult,Inform) matrix
Halo effect- put someone in a job even though he cannot
handle because he is good at some other job
Functional management is responsible for addressing
individual performance problems

Communications Management

Only 4 communication types- formal written, formal verbal and

informal verbal
Performance Reporting (forecasts, lessons learnt,changes)
Tools (Information Presentation tools, Performance Information
gathering and compilation, Status review meetings, time reporting
systems, cost reporting systems)

90% of a project managers job is communication

Communication Mgmt. makes sure right person gets right message at
right time
Number of Communication channels = N(N-1)/2
Paralingual communication (pitch, tone and physical mannerism)
It is sponsors role to prevent unnecessary changes and set
priorities between projects
Nonverbal communication carries 55% of commn.

Project Risk Management

1. Deal with Risk (Avoid, Mitigate, Transfer, Accept)
2. Risk Management Plan
3. Risk Identification (brainstorming, Delphi technique i.e expert
judgement, Interviews, SWOT(Strength, Weakness, Opportunities,
threats), Root cause identification, Documentation reviews,
Assumptions analysis, checklist analysis)
4. Qualitative Risk Analysis
5. Look for risks (critical path is full of risks, look outside the
project)
6. Rank your risks (qualitative risk management) Risk data quality
assessment, Risk urgency assessment, Risk categorization, Risk
probability and impact assessment, probability and impact matrix)
7. Quantitative Risk analysis (Interviewing, Probability
distribution, Expert judgement, Sensitivity analysis, expected
monetary value analysis, modeling and distribution- ex: monte
carlo analysis i.e same used in cost estimation)
8. EMV analysis main method is decision tree analysis

Project Risks (Technical Risks, External Risk,

Organizational Risk)
Risk register is built into Risk Management Plan. It is the
only output of Risk Identification Process.
Only output of qualitative risk analysis is updated risk
register containing list of additional risks for study
Prototyping is risk mitigation
Avoid(eliminate
cause)/Acceptance/Mitigate(/Transfer(Deflect)

Workarounds are handled during Risk monitoring

Additional risk responses are documented when impact of
known risk is more significant than expected.
Residual risk are risks that remain after risk response
planning. Secondary risks are new risks created by risk
response strategies selected

Procurement Management

Plan Purchases and Acquisitions process- determining what to

purchase and determining when and how
FP/FPIF/CPFF/CPPC/CPIF/T&M-In a CPFF contract, buyer pays all the
costs. Seller could be charging buyer for costs that should not
be allocated to the buyer. Because of size and dollar amounts of
these type of contracts, CPFF contract needs most auditing. FP is
best for well defined product
Plan contracting process (o/p s are procurement documents and
evaluation criteria)- RFP/IFB/IFQ documenting products,
services and identifying potential sellers
Request Seller Response process/Select Sellers Process- obtaining
information , quotation, bids, offers, or proposals as appropriate
Select Sellers reviewing offers, choosing and negotiating a
written contract
Contract Administration process (Claims Administration,
Inspections and audits, Performance Reporting, Buyer-Conducted
Performance Review)- managing contract relationship between buyer
and seller , reviewing and documenting how a seller is
performing, managing contract related changes
Close the contract when the work is done- completing and settling
each contract, including resolution of open items
Contract terms and conditions are created based on risk analysis
Letter of intent is useful

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Historical records are not generally used for life cycle costing
PM should prevent unnecessary changes
A work authorization system is used to coordinate when and in
what order work is performed.
Pert uses weighted average
Contracts are risk mitigation tools
Variable and direct costs affect project scope
Conflict resolution techniques are
forcing/Smoothing/Compromise/Confrontation(best)/Withdrawl
(worst). Problem solving and compromising are 2 best techniques.
Most common cause of conflict are resources.
50/50 rule is used in performance reporting while 80/20 rule is
used in quality.
Recommended corrective action is o/p of Quality Assurance,Scope
verification, scope control, schedule control, cost control,
quality control, manage project team, risk monitoring and control

Initiating Process Group

1. Develop project charter
Inputs
1. Contract
2. Project Statement of
Work
3. Enterprise
Environmental factors

Tools and
Techniques
1.Project
Selection Methods
2.Project
Management
Methodology
3.Project
Management
Information
System

Outputs
Project Charter

4. Organizational Process
Assets

4.Expert Judgment

2. Develop Preliminary Project Scope Statement

Inputs
1. Project Charter
2. Project Statement of Work
3. Enterprise Environmental
factors
4. Organizational Process Assets

Outputs
Preliminary Project Scope Statement

Planning Process Group

1. Develop Project Management Plan
Inputs
1. Preliminary Project Scope
Statement
2. Project Management Processes
3. Enterprise Environmental
factors
4. Organizational Process Assets

Outputs
Project Management Plan

2. Scope Planning
Inputs
1. Enterprise Environmental
factors
2. Organizational Process Assets
3. Project Charter
4. Preliminary project Scope
statement
5. Project Management Plan

Outputs
Project Scope Management Plan

3. Scope Definition
Inputs
1. Project Charter
2. Organizational Process Assets
3. Project Charter

Outputs
1.Project Scope Statement
2.Requested Changes
3.Project Scope Management
Plan(updates)

4. Preliminary project Scope

statement
5. Project Scope Management Plan
4. Create WBS
1.
2.
3.
4.

Inputs
Organizational Process Assets
Project Scope Statement
Project Scope Management Plan
Approved Change requests

Outputs
1.Project Scope statement (updates)
2.Work breakdown structure
3.WBS dictionary
4.Scope Baseline
5.Project Scope Management Plan

(updates)
6.Requested changes
5. Activity Definition
Inputs
1. Enterprise
environmental
factors
2. Organizational
Process Assets
3. Project Scope
Statement
4. Work breakdown
structure
5. WBS dictionary

Tools and
Techniques
1.Decomposition
2.Templates

3.Rolling Wave
Planning
(progressive
elaboration)
4.Expert
Judgement
5.Planning
component

Outputs
1.Activity list
2.Activity
attributes(leads,lags,imposed
dates, predecessor/successor
activities, etc.)
3.Milestone list

4.Requested changes

6. Project
Management plan
Activity Sequencing
Inputs
1. Project Scope
Statement
2. Activity list
3. Activity attributes
4. Milestone list
5.Approved change
requests

Tools and
Techniques
1.Precedence
Diagramming Method
(PDM)
2.Arrow
Diagramming Method
(ADM)
3.Schedule Network
Templates
4.Dependency
determination
5.Applying leads
and lags

Outputs
1.Project schedule
network diagrams
2.Activity list
(updates)
3.Activity attributes
(updates)
4.Requested changes

Activity Resource Estimating

Inputs
1. Enterprise
environmental factors
2. Organizational Process
Assets
3. Activity List
4. Activity attributes

Tools and
techniques
1.Expert
Judgement
2.Alternatives
analysis
3.Published
estimating data
4.Project
Management
Software

Outputs
1.Activity Resource
requirements
2.Activity attributes
(updates)
3.Resource breakdown
structure
4. Resource calendar
(updates)

5.Resource
availability
6.Project Management
Plan

5.Bottom-up
estimating

5. Requested changes

Activity Duration Estimating

Inputs
1. Organizational Process
Assets
2. Enterprise
environmental factors
3. Project Scope
Statement
4. Activity List
5. Activity attributes

Tools and
techniques
1.Expert
Judgement
2.Analogous
estimating
3.Parametric
estimating
4.Three-point
estimates
5.Reserve
analysis

Outputs
1.Activity duration
estimates
2.Activity attributes
(updates)

6.Activity resource
requirements
7.Resource calendar
8.Project Management
Plan
9.Risk register
10.Activity cost
estimates
Schedule Development
Inputs
1. Organizational Process
Assets
2. Project Scope
Statement
3. Activity list
4. Activity attributes
5.Project schedule
network diagrams

Tools and
Techniques
1.Schedule
Network
Analysis
2.Critical
path method
3.Schedule
compression
4.What-If
scenario
analysis
Resource
leveling

Outputs
1.Project schedule
2.Schedule model data
3.Schedule baseline
4.Resource requirements
(updates)
5.Activity
attributes(updates)

6.Activity resource
requirements
7.Resource calendars
8.Activity duration
estimates
9.Project Management
Plan
10.Risk register

5.Critical
chain method
6.Project
Management
Software
7.Applying
calendars
8.Adjusting
leads and lags
9.Schedule
model

6.Project
calendar( updates)
7.Requested changes
8.Project Management Plan
(updates)
9.Schedule management
plan (updates)

Schedule Control
Inputs
1. Schedule Management
Plan
2. Schedule baseline
3. Performance reports
4. Approved change
requests

Tools and
Techniques
1.Progress
reporting
2.Schedule
change control
system
3.Performance
measurement
4.Project
Management
Software
5.Variance
analysis
6.Schedule
comparison bar
charts

Outputs
1.Schedule model data
(updates)
2.Schedule baseline
(updates)
3.Performance
measurements
4.Requested changes
5.Recommended corrective
actions
6.Organizational process
assets (updates)
7.Activity list (updates)
8.Activity attributes
(updates)
9.Project Management plan
(updates)

Cost Estimating
Inputs
1. Enterprise
environmental factors
2. Organizational process
assets
3. Project Scope
Statement
4. Work breakdown
structure
5.WBS dictionary

Tools and
techniques
1.Analogous
estimating
2.Determine
resource cost
rates
3.Bottom-up
estimating
4.Parametric
estimating
5.Vendor bid
analysis

Outputs
1.Activity Cost
estimates
2.Activity cost
estimate supporting
detail
3.Requested changes
4.Cost Management plan
(updates)

6.Project Management Plan

Schedule Management Plan,
Staffing Management Plan,
Risk register

6.Reserve
Analysis
7.Project
Management
Software

Cost Budgeting
Inputs
1. Project Scope
Statement
2. Work breakdown
structure
3. WBS dictionary
4. Activity cost
estimates
5.Project schedule
6. Resource
calendars
7.Contract
8.Cost management
plan
9.Activity cost
estimate supporting
detail

Tools and
techniques
1.Cost aggregation
2.Reserve analysis
3.Parametric
estimating
4.Funding limit
reconciliation

Outputs
1.Cost baseline
2.Project funding
requirements
3.Cost management plan
(updates)
4.Requested changes

Quality Planning
Inputs
1. Enterprise
environmental factors
2. Organizational process
assets
3. Project management
plan
4. Project Scope
statement

Tools and
techniques
1.Cost-benefit
analysis
2.Benchmarking
3.Design of
experiments
4.Cost of
quality (COQ)
5.Additional
quality planning
tools

Outputs
1.Quality Management
Plan
2.Quality metrics
3.Quality checklists
4.Process Improvement
Plan
5.Quality baseline
6.Project Management
plan (updates)

Human Resource Planning

Inputs
1. Organizational Process Assets
2. Enterprise environmental

Outputs
1.Roles and responsibilities
2.Project organization charts

factors
3. Project Management Plan
4. Activity resource
requirements

3.Staffing Management plan

Communications Planning
Inputs
1. Enterprise environmental
factors
2. Organizational Process Assets
3. Project Scope Statement
4. Project Management PlanConstraints, Assumptions

Outputs
1.Communications Management Plan

Risk Management Planning

Inputs
1. Organizational Process
Assets

Tools and
Techniques
1.Planning
meetings and
analysis

Outputs
1.Risk Management Plan

2. Project Scope
Statement
3. Enterprise
environmental factors
4. Project Management
Plan

Risk Identification
Inputs
1. Organizational Process
Assets
2. Project Scope Statement
3. Enterprise
environmental factors
4. Project Management Plan
5. Risk management plan

Tools and
Techniques
1.Documentation
reviews
2.Information
gathering
techniques
3.Checklist
analysis
4.Assumptions
analysis
5.Diagramming

Outputs
1.Risk register

Techniques
Qualitative Risk Analysis
Inputs
1. Organizational Process
Assets
2. Project Scope Statement
3. Risk management plan
4. Risk register

Tools and
Techniques
1.Risk
Probability and
Impact Assessment
2.Probability and
Impact matrix
3.Risk data
quality
assessment
4.Risk
categorization
5.Risk urgency
assessment

Outputs
1.Risk register
(updates)

Quantitative Risk Analysis

Inputs
1. Organizational Process
Assets
2. Project Scope Statement

Tools and
techniques
1.Data gathering
and
representation
techniques
2.Quantitative
risk analysis and
modeling
techniques

Outputs
1.Risk register
(updates)

3. Project Scope
Management Plan
4. Approved Change
requests

Risk Response Planning

Inputs
1.Risk management plan
2.Risk register

Tools and
techniques
1.Strategies for
negative risks or
threats
2.Strategies for
positive risks or
opportunities
3.Stratgey for both
threats and
opportunities
Contingent response
strategy

Outputs
1.Risk register
(updates)
2.Project management
plan (updates)
3.Risk-related
contractual agreements

Risk Monitoring and Control

Inputs
1.Risk Management Plan
2.Risk register
3.Approved change
requests
4.Work performance
information
5.Performance reports

Tools and
techniques
1.Risk reassessment
2.Risk audits
3.Variance and
trend analysis
4.Technical
performance
measurement
5.Reserve analysis
6.Status meetings

Outputs
1.Risk register
(updates)
2.Requested changes
3.Recommended corrective
actions
4.Recommended preventive
actions
5.Organizational process
assets (updates)
6.Project Management
Plan (updates)

Plan Purchases and acquisitions

Inputs
1. Enterprise environmental
factors
2. Organizational process assets
3. Project Scope statement
4. Work breakdown structure
5.WBS dictionary
6. Project management planrisk register, risk related
contractual agreements,
Resource requirements,
project schedule, activity
cost estimates, Cost baseline

Outputs
1.Procurement Management plan
2.Contract statement of work
3.Make or buy decisions
4.Requested changes

Plan Contracting
Inputs
1. Procurement Management plan
2. Contract Statement of Work
3. Make-or-buy decisions
4. Project Management plan- risk

Outputs
1.Procurement documents
2.Evaluation criteria
3.Contract statement of work
(updates)

register, risk-related
contractual agreements,
resource requirements,
project schedule, activity
cost estimate, cost baseline

Executing Process Group

Direct and Manage Process Execution
1.
2.
3.
4.
5.
6.
7.

Inputs
Project Management plan
Approved corrective actions
Approved preventive actions
Approved change requests
Approved defect repair
Validated defect repair
Administrative closure
procedure

Outputs
1.Deliverables
2.Requested changes
3.Implemented change requests
4.Implemented corrective actions
5.Implemented preventive actions
6.Implemented defect repair
7.Work performance information

Perform Quality Assurance

Inputs
1. Quality Management
plan
2. Quality metrics
3. Process improvement
plan
4. Work performance
information
5. Approved change
requests
6. Quality control
measurements
7. Implemented change
requests
8. Implemented
corrective actions
9. Implemented defect
repair
10.Implemented
preventive actions

Tools and
techniques
1.Quality
planning tools
and techniques
2.Quality audits
3.Process
analysis
4.Quality
control tools
and techniques

Outputs
1.Requested changes
2.Recommended corrective
actions
3.Organizational process
assets (updates)
4.Project Management plan
(updates)

Acquire project team

Inputs
1. Enterprise environmental
factors
2. Organizational process assets
3. Roles and responsibilities

Outputs
1.Project staff assignments
2.Resource availability
3.Staffing management plan
(updates)

4. Project organization charts

5. Staffing management plan

Develop project team

Inputs
1. Project staff assignments
2. Staffing management plan
3. Resource availability

Outputs
1.Team performance assessment

Information Distribution
Inputs
1. Communication Management Plan

Outputs
1.Organizational process assets
(updates)
2.Requested changes

Request seller responses

Inputs
1. Organizational process
assets
2. Procurement Management
plan

Tools and
Techniques
1.Bidder
Conferences
2.Advertising

Outputs
1.Qualified sellers
list
2.Procurement document
package

3. Procurement documents

3.Develop
Qualified
sellers list

3.Proposals

Select sellers
Inputs
1. Organizational process
assets
2. Procurement management
plan
3. Evaluation criteria
4. Procurement document
package
5. Proposals
6. Qualified sellers list
7. Project Management
plan- risk register,
Risk-related
contractual agreements

Tools and
Techniques
1.Weighting
system
2.Independent
estimates
3.Screening
system
4.Contract
negotiation
5.Seller rating
systems
6.Expert
judgement
7.Proposal
evaluation
techniques

Outputs
1.Selected sellers
2.Contract
3.Contract Management
plan
4.Resource availability
5.Procurement
Management plan
(updates)
6.Requested changes

Monitoring and Controlling

Monitor and Control Project Work
Inputs
1. Project Management Plan
2. Work Performance initiation
3. Rejected change requests

Integrated change control

Outputs
1.Recommended corrective actions
2.Recommended preventive actions
3.Forecasts
4.Recommended defect repair
5.Requested changes

Inputs
1.Project Management Plan
2.Requested changes
3.Work performance initiation
4.Recommended preventive actions
5.Recommended corrective actions
6.Recommended defect repair
7.Deliverables

Outputs
1.Approved change requests
2.Rejected change requests
3.Project Management Plan (updates)
4.Project Scope Statement (updates)
5.Approved corrective actions
6.Approved preventive actions
7.Approved defect repair
8.Validated defect repair
9.Deliverables

Scope verification

Inputs
1.Project Scope Statement
2.WBS dictionary
3.Project Scope management plan
4.Deliverables

Outputs
1.Accepted deliverables
2.Requested changes
3.Recommended corrective actions

Scope Control
Inputs
1.Project Scope Statement
2.Work breakdown structure
3.WBS dictionary
4.Project Scope Management plan
5.Performance reports
6.Approved change requests
7.Work performance initiation

Outputs
1.Project Scope Statement (updates)
2.Work breakdown structure
(updates)
3.WBS dictionary (updates)
4.Scope baseline (updates)
5.Requested changes
6.Recommended corrective action
7.Organizational process assets
(updates)
8.Project Management plan (updates)

Schedule Control
Inputs
1.Schedule Management Plan
2.Schedule baseline
3.Performance reports
4.Approved change requests

Outputs
1.Schedule model data (updates)
2.Schedule baseline (updates)
3.Performance measurements
4.Requested changes
5.Recommended corrective actions
6.Organizational process assets
(updates)
7.Activity list (updates)
8.Activity attributes (updates)
9.Project Management Plan (updates)

Cost Control
Inputs
1.Cost baseline
2.Project funding
requirements
3.Performance reports
4.Work performance
initiation
5.Approved change
requests
6.Project Management
Plan

Tools and
techniques
1.Cost change
control system
2.Performance
measurement
analysis
3.Forecasting
4.Project
performance
reviews
5.Project
Management
software
6.Variance
Management

Outputs
1.Cost estimate (updates)
2.Cost baseline (updates)
3.Performance
measurements
4.Forecasted completion
5.Requested changes
6.Recommended corrective
actions
7.Organizational process
assets (updates)
8.Project Management plan
(updates)

Perform quality control

Inputs

2.Quality Metrics

Tools and
techniques
1.Cause and
effect diagram
2.Control charts

3.Quality checklists

3.Flowcharting

4.Organizational process
assets
5.Work performance
initiation
6.Approved change
requests
7.Deliverables

4.Histogram

1.Quality Management Plan

5.Pareto Chart
6.Run chart
7.Scatter diagram
8.Statistical
sampling
9.Inspection
10.Defect repair
review

Outputs
1.Quality control
measurements
2.Validated defect
repair
3.Quality baseline
(updates)
4.Recommended corrective
actions
5.Recommended preventive
actions
6.Requested changes
7.Recommended defect
repair
8.Organization process
assets (updates)
9.Validated deliverables
10.Project Management
Plan (updates)

Manage Project Team

Inputs

Tools and

Outputs

1.Organizational process
assets
2.Project staff
assignments
3.Roles and
responsibilities
4.Project organization
charts
5.Staffing management
plan
6.Team performance
assessment
7.Work performance
information
8.Performance reports

techniques
1.observation and
conversation
2.Project
performance
appraisals
3.Conflict
management
4.Issue log

1.Requested changes
2.Recommended corrective
actions
3.Recommended preventive
actions
4.Organizational process
assets (updates)
5.Project Management Plan
(updates)

Performance Reporting
Inputs
1.Project Management Plan
2.Requested changes

3.Work performance
initiation
4.Recommended preventive
actions
5.Recommended corrective
actions
6.Recommended defect
repair
7.Deliverables

Tools and
techniques
1.Information
presentation tools
2.Performance
information
gathering and
compilation
3.Status review
meetings
4.Time reporting
systems
5.Cost reporting
systems

Outputs
1.Approved change
requests
2.Rejected change
requests
3.Project Management Plan
(updates)
4.Project Scope Statement
(updates)
5.Approved corrective
actions
6.Approved preventive
actions
7.Approved defect repair
8.Validated defect repair
9.Deliverables

Manage Stakeholders
Inputs
1.Communications
Management Plan
2.Organizational process
assets

Tools and techniques

1.Information
presentation tools
2.Performance information
gathering and compilation
3.Status review meetings

Outputs
1.Resolved Issues
2.Approved change
requests
3.Approved corrective

4.Time reporting systems

5.Cost reporting systems

actions
4.Organizational process
assets (updates)
5.Project Management Plan
(updates)

Risk Monitoring and Control

Inputs
1.Risk Management Plan
2.Risk register
3.Approved change requests
4.Work performance initiation
5.Performance reports

Outputs
1.Risk register (updates)
2.Requested changes
3.Recommended corrective actions
4.Recommended preventive actions
5.Organizational process assets
(updates)
6.Project Management plan (updates)

Contract Administration
Inputs
1.Contract
2.Contract Management Plan
3.Selected sellers
4.Performance reports
5.Approved change requests

Outputs
1.Contract documentations
2.Requested changes
3.Recommended corrective actions
4.Organizational process assets
(updates)
5.Project Management Plan
(updates)- procurement management
plan, contract management plan

Closing Process Group

Close Project
Inputs
1.Project Management Plan
2.Contract documentation
3.Enterprise environmental factors
4.Organizational process assets
5.Work performance initiation
6.Deliverables

Outputs
1.Administrative closure procedure
2.Contract closure procedure
3.Final product, service or result
4.Organizational process assets
(updates)

Contract Closure
Inputs
1.Procurement Management plan
2.Contract Management Plan
3.Contract documentation
4.Contract closure procedure

Outputs
1.Closed contracts
2.Organizational process assets
(updates)