Project Integration Management Worksheet

Preparation Worksheet #1
Project Integration Management – Processes & activities required to ensure that the various elements of the project are properly coordinated to meet
stakeholder expectations.
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
4.1 Develop Project  Project statement of  Expert judgment  Project Charter Initiating Sponsor initiates the charter; charter
Charter which formally work includes
authorizes a project or a  Business case 1) Project purpose or justification
phase and documenting  Contract 2) Measurable project objectives
initial requirement that  Enterprise and related success criteria
satisfy the stakeholder’s Environment factors 3) High level requirements
need and expectation  Organizational 4) High level project description
process assets 5) High level risks
6) Summary milestone schedule
7) Summary budget
8) Project approval requirements
(what constitutes project success,
who decides the project is
successful, who signs off on the
project)
9) Assigned project manager,
responsibility and authority level
10) Name and authority of the
sponsor or other person(s)
authorizing the project charter
Deliverables Group
4.2 Develop Project  Project charter  Expert judgement  Project Planning Plan includes
Management Plan that  Outputs from management plan 1) processes selected
documents what is planning processes 2) level of implementation
needed to define, prepare,  Enterprise 3) tools to be used
integrate & coordinate all environmental 4) interactions
subsidiary plans factors 5) how to execute work
 Organizational 6) how to control changes
process assets 7) how to do configuration mgmt
8) baselines use
9) communication needs
10) project phases
11) key mgmt issues
4.4 Direct & Manage  Project  Expert judgment  Deliverables Executin Actions include
Project Execution by management plan  Project  Work performance g 1) perform activities
executing the work  Approved change management information 2) spend money
defined in the project requests information system  Change requests 3) train staff
management plan to meet  Enterprise  Project 4) manage vendors
requirements defined in Environment factors management plan 5) implement standards
the scope statement  Organizational updates 6) create, control & validate
process assets  Project document deliverables
updates 7) manage risk & risk response
activities
8) adapt scope changes as needed
9) manage communications
10) collect project data including cost
& milestones
11) collect & document lessons
learned and process improvement
actions
Deliverables Group
4.5 Monitor & Control  Project  Expert judgment  Change requests Monitor & Actions include
Project Work is the management plan  Project Control 1) compare actual vs. plan
process of tracking,  Performance reports management plan 2) determine corrective actions needed
reviewing, and regulating  Enterprise updates 3) analyze risks & ensure corrective
the progress to meet the environment factors  Project document actions taken
performance objectives  Organizational updates 4) maintain information base
defined in the project process assets 5) status reporting
management plan 6) forecasting
4.6 Integrated Change  Project  Expert judgment  Change request Monitor & Change control is needed because
Control is the process of management plan  Change control status updates Control projects seldom run according to
reviewing all change  Work performance meeting  Project plan. Changes must be managed; also
requests, approving information management plan includes documenting changes and
changes and managing  Change requests updates only releasing approved
changes to the  Enterprise  Project document changes. Defect repair must be
deliverables, environment factors updates validated and quality controlled.
organizational process  Organizational 
assets, project documents process assets Configuration management also
and the project occurs – identify changes, determine if
management plan changes have been implemented, and
verify changes after complete.

Every documented change must either
be accepted or rejected by some
authority.
Deliverables Group
4.7 Close Project by  Project  Expert judgment  Final product, Closing Updates after project completion
finalizing all activities management plan service, or result include
across all of the project  Accepted transition 1) formal acceptance documentation
process groups to formally deliverables  Organizational (written)
close the project  Organizational process assets 2) project files updated
process assets updates 3) project closure documents prepared
(even for projects halted before
completion)
4) historical information is used to
update the “lessons learned” database

Project Scope Management – Processes required to ensure that the project includes all the work required, and only the work required, to complete the project
successfully; focus on what is and what is not included in the project
Deliverables Group
5.1 Collect Requirements is  Project charter  Interviews  Requirements Planning
the process of defining and  Stakeholder register  Focus groups Documentation
documenting stakeholders’  Facilitated  Requirements
needs to meet the project workshops Management Plan
objectives  Group creativity  Requirements
techniques Traceability Matrix
 Group decision
making techniques
o Unanimity
o Majority
o Plurality
o Dictatorship
 Questionnaires and
surveys
 Observations
 Prototypes
5.2 Define Scope by  Project charter  Expert judgment  Project scope Planning Project Scope statement is critical to
developing a detailed  Requirements  Product analysis statement the project success. Includes
description of the project Documentation  Alternatives  Project document 1) Product scope description
and product  Organizational identification updates 2) Product acceptance criteria
process assets  Facilitated 3) Project deliverables
workshops 4) Project exclusions
5) Project constraints
Deliverables Group
5.3 Create Work  Project scope  Decomposition  WBS Planning Decomposition divides work into
Breakdown Structure statement  WBS dictionary smaller elements by
(WBS) is the process of  Requirements  Scope baseline 1) identify deliverables
subdividing project documentation  Project document 2) structure and organize WBS
deliverables and project  Organizational updates 3) decomposing upper WBS into lower
work into smaller, more process assets level detailed components
manageable components. 4) assign ID codes to WBS
The WBS is a deliverable- components
oriented hierarchical 5) verifying that degree of
decomposition of the work decomposition is sufficient.
to be executed by the
project team to accomplish Each component must be assigned,
the project objectives and and defined in terms of how the project
create the required will actually be executed and
deliverables, with each controlled.
descending level of WBS
representing an
increasingly detailed
definition of the project work
5.4 Verify scope is the  Project  Inspection  Accepted Monitor Scope verification is primarily
process f formalizing management plan deliverables & Control concerned with acceptance of the
acceptance of the  Requirements  Change requests scope by stakeholders
completed project documentation  Project document
deliverables. Verifying  Requirements updates
scope includes reviewing traceability matrix
deliverables with the  Validated
customer or sponsor to deliverables
Deliverables Group
ensure that they are
completed satisfactory and
obtaining formal
acceptance of deliverables
by the customer or sponsor
5.5 Control Scope is the  Project  Variance analysis  Work performance Monitor Uncontrolled changes called “scope
process of monitoring the management plan measurements & Control creep”. Change is inevitable, thus this
status of the project and  Work performance  Organizational process is needed
product scope and information process assets
managing changes to the  Requirements updates
scope baseline. Controlling documentation  Change requests
the project scope ensures  Requirements  Project
all requested changes and traceability matrix management plan
recommended corrective or  Organizational updates
preventative actions are process assets  Project document
processed through the updates
Perform Integrated Change
Control Process

Project Time Management - Processes required to ensure timely completion of the project
Deliverables Group
6.1 Define Activities is the  Scope baseline  Decomposition  Activity list Planning The activity list does not include any
process of identifying the  Enterprise  Rolling wave  Activity attributes schedule activities that are not
specific actions to be environmental planning  Milestone list required as part of the project scope.
performed to produce the factors  Templates
project deliverables.  Organizational  Expert judgment
Project work packages process assets
are typically decomposed
into smaller components
called activities that
represent the work
necessary to complete
the work package
6.2 Sequence Activity is  Activity list  Precedence  Project schedule Planning 3 types of dependencies - mandatory,
the process of identifying  Activity attributes diagramming network diagrams discretionary (best practices) and
and documenting  Milestone list method (PDM)  Project document external.
relationships among the  Project scope  Dependency updates
project activities. statement determination
Activities are sequenced  Organizational  Applying leads and
using logical relationship process assets lags
 Schedule network
templates
6.3 Estimate Activity  Activity list  Expert judgment  Activity resource Planning
Resource is the process  Activity attributes  Alternative analysis requirements
of estimating the tye and  Resource calendars  Published  Resource
quantities of material,  Enterprise estimating data breakdown
people, equipment or environmental  Bottom-up structure
Deliverables Group
supplies required to factors estimating  Project document
perform each activity  Organizational  Project updates
process assets management
software
6.4 Estimate Activity  Activity list  Expert judgment  Activity duration Planning Variance = Pessimistic – Optimistic
Durations is the process  Activity attributes  Analogous estimates divided by 6, squared
of approximating the  Activity resource estimating  Project document
number of work periods requirements  Parametric updates Standard Deviation = Pessimistic –
needed to complete  Resource calendars estimating Optimistic divided by 6
individual activities with  Project scope  Three point
estimated resources. statement estimates
 Enterprise  Reserve analysis
environmental
factors
 Organizational
process assets
6.5 Develop Schedule is  Activity list  Schedule network  Project schedule Planning Critical Path is the longest path
the process of analyzing  Activity attributes analysis  Schedule baseline through a network diagram and shows
activity sequences,  Project schedule  Critical path method  Schedule data earliest completion of a project.
durations, resource network diagrams  Critical chain  Project document
requirements and  Activity resource method updates CPM uses the most likely estimate to
schedule constraints to requirements  Resource leveling calculate the float to determine project
create the project  Resource calendars  What-if scenario duration and scheduling flexibility.
schedule  Activity duration analysis
estimates  Applying leads and Critical chain modifies schedule to
 Project scope lags account for limited resources. Define
statement  Schedule critical path, then apply resources –
 Enterprise compression often path changes.
environmental  Scheduling tool
factors Schedule can be showed as a network
 Organizational diagram, bar chart (gantt), or milestone
Deliverables Group
process assets chart.
Schedule compression :-
1. Crashing – adding additional
resource to shorten the
duration
2. Fast tracking – Perform
sequence activities in parallel
etc.
6.6 Control Schedule – is  Project  Performance  Work performance Monitor Key measures include Schedule
the process of monitoring management plan reviews measurements & Control Variance (SV) and Schedule
the status of the project to  Project schedule  Variance analysis  Organizational Performance Index (SPI).
update project progress  Work performance  Project process assets
and manage changes to information management updates Progress reporting includes actual
the schedule baseline.  Organizational software  Change requests start and finished dates, and remaining
Schedule control is process assets  Resource leveling  Project durations for unfinished activities..
concern with :  What-if scenario management plan
 Determine the current analysis updates Schedule revisions are a special
status of the project  Adjusting leads and  Project document category of schedule updates –
schedule lags updates generally incorporated in response to
 Influencing the factors  Schedule approved change requests. The
that create schedule compression original schedule baseline and model
changes  Scheduling tool are saved to prevent loss of data.
 Determine that the
project schedule has
changed
 Managing the actual
changes as they occur

Project Cost Management – processes in estimating, budgeting and controlling costs so that the project can be completed within budget
Deliverables Group
7.1 Estimate Cost is the  Scope baseline  Expert judgment  Activity cost Planning Top down / analogous estimating is
process of developing an  Project schedule  Analogous estimates generally less costly and less accurate
approximation of the  Human resource estimating  Basis of estimates than other techniques.
monetary resources plan  Parametric  Project document Bottom-up estimating accuracy is
needed to complete  Risk register estimating updates driven by size of work items being
project activities  Enterprise  Bottom-up estimated. Reserve analysis includes
environmental estimating “known unknowns”.
factors  Three-point Project in initiation phase as
 Organizational estimates rough order of Magnitude (ROM) of –
process assets  Reserve analysis 50/+100%, later could go to
 Cost of quality –10%/+15%
 Project
management
estimating software
 Vendor bid analysis
7.2 Determine Budget is  Activity cost  Cost aggregation  Cost performance Planning Cost baseline is a time-phased budget
the process of estimates  Reserve analysis baseline to measure and monitor cost
aggregating the estimated  Basis of estimates  Expert judgment  Project funding performance.
costs of individual  Scope baseline  Historical requirements
activities or work  Project schedule relationships  Project document Reserve are budgeted for unplanned,
packages to establish an  Resource calendar  Funding limit updates but potentially required, changes to
authorized cost baseline  Contracts reconciliation project scope and cost – not part of the
 Organizational project cost baseline or earned value.
process assets
Project funding requirements are
derived from the cost baseline.
7.3 Control Cost is the  Project  Earned value  Work performance Monitor  PV - Planned Value (also Budget
process of monitoring the management plan management measurements & Control at Completion BAC)
Deliverables Group
status of the project to  Project funding  Earned value  Budget forecasts  EV - Earned Value
update the project budget requirements management  Organizational  AC - Actual Cost
and managing changes to  Work performance  Forecasting process assets  ETC – Estimate to Complete
the cost baseline information  To-complete updates  EAC – Estimate at Completion
 Organizational performance index  Change requests  Formulas to remember:
process assets  Performance  Project Schedule Variance = EV-PV
reviews management plan  Cost Variance = EV-AC
 Variance analysis updates  Schedule Performance Index =
 Project  Project document EV/PV
management updates  Cost Performance Index =
software EV/AC (<1.0 overrun, 1.0 on
budget, > 1.0 underrun)
 SPI, CPI used to forecast
completion date and project cost
projection
 3 methods of getting EAC
o EAC forecast for ETC work
performed at the budgeted
rate, EAC = AC + BAC – EV
performed at the present CPI,
EAC = BAC/CPI
considering both SPI & CPI
factors, EAC=AC + (BAC-
EV)/(CPI*SPI)
 TCPI – is the calculated projection of
cost performance that must be
achieved on the remaining work to
meet a specified management goal,
such as the BAC or EAC
Deliverables Group
 TCPI based on BAC =
(BAC-EV)/(BAC – AC)
 TCPI based on EAC =
(BAC-EV)/(EAC-AC)

Cost/Hour Estimates
Estimating Method Generic Type WBS relationship Accuracy Time to prepare
Parametric Rough Order of Magnitude Top Down -25% to +75% Days
Analogy Budget Top Down -10% to +25% Weeks
Engineering (Grass Roots) Definitive Bottom Up -5% to +10% Months
PERT is a probabilistic method, whereas CPM is deterministic.

PERT estimates the activity durations based on probability, whereas CPM assumes that the activity durations are fixed
PERT estimate or Expected Activity Duration = ( O + 4M + P ) / 6
Standard Deviation of an Activity, σ = (P–O)/6
Variance of an Activity, σ² = [ (P–O)/6]²
f
Project Quality Management – processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the
project will satisfy the needs for which it was undertaken. It implements the quality management system through policy and procedures with continuous process
improvement activities conducted throughout, as appropriate
Deliverables Group
8.1 Plan Quality is the  Scope baseline  Cost-benefit  Quality Planning Quality is “the degree to which a set of
process of identifying  Stakeholder register analysis management plan inherent characteristics fulfill
quality requirements  Cost performance  Cost of quality  Quality metrics requirements”
and/or standards for the baseline  Control charts  Quality checklists Grade is a category assigned to
project and product, and  Schedule baseline  Benchmarking  Process products or services having the same
documenting how the  Risk register  Design of improvement plan functional use but different technical
project will demonstrate  Enterprise experiments  Project document characteristics
compliance environmental  Statistical sampling updates
factors  Flowcharting Precision means the values of
 Organizational  Proprietary quality repeated measurements are clustered
process assets management and have little scatter
methodologies Accuracy means that the measured
 Additional quality value is very close to the true value
planning tools
Customer Satisfaction: Conformance

to requirements, specifications, and
fitness for use.
Quality is planned in, not inspected in.
Cost of quality is total cost of all efforts

related to quality. Project may not
reap benefits since they are later in
product lifecycle (i.e. lower returns)
8.2 Perform Quality  Project  Plan Quality and  Organizational Executing Deming: Plan, Do, Check, Act
Assurance is the process management plan Perform Quality process assets
Kaizen (Continuous Improvement):
Deliverables Group
of auditing the quality  Quality metrics Control tools and updates
Small improvements in products or
requirements and the  Work performance techniques  Change requests
processes to reduce costs and ensure
results from quality information  Quality audits  Project
consistency of products or services.
control measurements to  Quality control  Process analysis management plan
ensure appropriate quality measurements updates ISO 9000: An international standard
standards and operational  Project document thatdescribes a recommended quality
definitions are used. updates system. Does not include quality
Perform Quality procedures or forms.
Assurance is an Heuristic is a rule of thumb (e.g. Rule
execution process that of Seven)
uses data created during
Perform Quality Control.
Perform Quality
Assurance also provides
an umbrella for continous
process improvement,
which is an iterative
means for improving the
quality of all processes.
Continuous process
improvement reduces
waste and eliminates
activities that do not add
value. This allows
processes to operate at
increased levels of
efficiency and
effectiveness
Deliverables Group
8.3 Perform Quality  Project  Cause and effect  Quality control Monitor &  +/- 1 sigma = 68.26%
Control is the process of management plan diagrams measurement Control  +/- 2 sigma = 95.46%
monitoring and recording  Quality metrics  Control charts  Validated changes  +/- 3 sigma = 99.73%
results of executing the  Quality checklists  Flowcharting  Validated  +/- 6 sigma = 99.99 %
quality activities to assess  Work performance  Histogram deliverables
Variable: Characteristic to be
performance and measurements  Pareto chart  Organizational
measured (e.g. size, shape)
recommended necessary  Approved change  Run chart process assets
Attribute: The measurement (e.g.
changes requests  Scatter diagram updates
inches, pounds)
 Deliverables  Statistical sampling  Change Requests
Statistical Independence: The
 Organizational  Inspection  Project
probability of 1 event occurring does
process assets  Approved change management plan
not affect the probability of another
requests review updates
event occurring.
 Project document
updates
Deming definition of quality is “continous improvement”
Juran – for quality to improve, we must resolve “sporadic” (short term problems) and “chronic” (require scientific breakthrough) problems.
Juran suggests that cost of quality includes both conformance and nonconformance costs, whereas Crosby sugges that cost of quality includes the nonconformance costs because
he argues that quality is free and conformance cost of prevention and appraisal are cost of doing business
Deming Juran Crosby
Definition of quality Continuous improvement Fitness for use Conformance to requirements
Application Manufacturing-driven companies Technology driven companies People drive companies
Target audience Workers Management Workers
Emphasis on Tools / System Measurement Motivation (behavioral)
Type of tools Statistical process control Analytical, decision-making and Minimal use
Cost of quality
Use of goals and targets Not used Used for breakthrough projects Posted goals for workers
Taguchi’s concepts :-
1. Quality should be designed into the product and not inspected into it
2. Quality is best achieved by minimizing the deviation from the target. The product should be designed that it is immune to uncontrollable environmental factors
3. The cost of quality should be measured as a function of deviation from the standard and the losses should be measured system-wide
6 quality management concepts
1. Quality policy
2. Quality objectives
3. Quality assurance
4. Quality control
5. Quality audit
6. Quality program plan
Cost of Quality
 Cost of good quality (cost of conformance)
o Prevention costs (build a quality product)
o Appraisal cost (Assess the quality)
 Cost of Poor quality (cost of nonconformance)
o Internal failure cost (Failures found by the project)
o External failure cost (Failures found by the customer)
o
Project Human Resource Management – process the organize, manage and lead the project team
Deliverables Group
9.1 Develop Human  Activity resource  Organization charts  Human Resource Planning
Staff management plan includes 1)
Resource Plan by requirements and position Plan
staff acquisition 2) timetable 3) release
identifying, documenting  Enterprise descriptions
criteria 4) training needs 5) recognition
project roles, environmental  Networking
& rewards 6) compliance 7) safety
responsibilities, required factors  Organizational
skills, reporting  Organizational theory
relationships as well as process assets
creating the staffing
management plan
9.2 Acquire Project Team  Project  Pre-assignment  Project staff Executing Conflict Resolution Techniques:
is the process of management plan  Negotiation assignments  Problem Solving (Address
confirming human  Enterprise  Acquisition  Resource interests)
resource availability and environmental  Virtual teams calendars  Compromising (Middle ground)
obtaining the team factors  Project  Forcing (Impose judgement)
necessary to complete  Organizational management plan  Withdrawal (Avoidance)
project assignments. process assets updates  Smoothing (Peace keeping)
PMI recommends Problem Solving as

best choice followed by
compromising. Forcing is last.
9.3 Develop Project Team  Project staff  Interpersonal  Team Executing Maslow’s Hierarchy of Needs (in
is the process of assignments skills performance order):
improving the  Project  Training assessments  Physiological (Lowest)
competencies, team management plan  Team building  Enterprise  Safety
interaction, and the  Resource activities environmental  Social
overall team environment calendars  Ground rules factors updates  Esteem
to enhance project  Co-location  Self-Actualization (Highest)
performance. Project  Recognition and
MacGregor’s Theory X – People must
Project Human Resource Management – process the organize, manage and lead the project team
Deliverables Group
managers should acquire rewards
be constantly watched. They are
skills to identify, build,
incapable, avoid responsibility, and
maintain, motivate, lead
avoid work.
and inspire project teams
MacGregor’s Theory Y – People are
to achieve high team
willing to work without supervision and
performance and to meet
want to achieve.
the project’s objectives.
Ouchi's Theory Z - People work
effectively when secure, consulted and
held collectively responsible.
9.4 Manage Project Team  Project staff  Observation and  Enterprise Monitor & Lessons learned documentation can
is the process of tracking assignments conversation environmental Control include 1) org charts as templates 2)
team member  Project  Project performance factors updates rules or techniques that were
performance, providing management plan appraisals  Organizational particularly successful 3) virtual teams,
feedback, resolving  Team performance  Conflict process assets location items that were successful 4)
issues, and managing assessments management updates special skills discovered during the
changes to optimize  Performance reports  Issue log  Change requests project
project performance.  Organizational  Interpersonal skills  Project
process assets management plan
updates

Worksheet #7
Project Communications Management – Processes required to ensure timely and appropriate generation, collection, dissemination, storage, retrieval, and
ultimate disposition of project information; provide the critical links among people & information that are needed for successful communications. Effective
communication creates a bridge between diverse stakeholders involved in a project, connecting various cultural and organizational backgrounds, different levels of
expertise, and various perspectives and interests in the project execution or outcome
Deliverables Group
10.1 Identify  Project charter  Stakeholder  Stakeholder Initiating Communication Methods:
Stakeholders is the  Procurement analysis register ¨ Formal Written – Project
process of identifying all documents  Expert judgment  Stakeholder Plans/Charters
people or organizations  Enterprise management ¨ Formal Verbal – Presentations,
impacted by the project, environmental strategy Speeches
and documenting relevant factors ¨ Informal Written – Memos, e-mail
information regarding  Organizational ¨ Informal Verbal – Meetings,
their interests, process assets Conversations
involvement, and impact
Comm. Channels: N(N-1)/2 where N
on project success
is equal to the number of people.
A salience model is a stakeholder

classification that ranks stakeholders
based on their power, urgency, and
legitimacy in the project
10.2 Plan  Stakeholder register  Communication  Communications Planning

PM should spend 70 - 90% of their
Communications is the  Stakeholder requirement management plan
time communicating.
process of determining management analysis  Project document
the project stakeholder strategy  Communication updates Basic elements of communication:
information needs and  Enterprise technology ¨ Sender (or encoder)
defining a communication environmental  Communication ¨ Message.
Deliverables Group
approach factors models ¨ Receiver (or decoder)
 Organizational  Communication
process assets methods  About 55% of all communication is
nonverbal. Oral Message account for
7% of the message, The tonality of the
message account for 38% of the
message.
 Paralingual – Pitch and tone of voice

also help to convey a message
 Communication methods – Interactive

communication, Push communication,
Pull communication
10.3 Distribute  Project  Communication  Organizational Execution Performance Reporting Tools:

information is the process management plan methods process assets ¨ Status Report
of making relevant  Performance reports  Information updates ¨ Progress Report
information available to  Organizational distribution tools ¨ Trend Report
project stakeholders as process assets ¨ Forecasting Report
planned. ¨ Variance Report
The focus here is mainly ¨ Earned Value**
in the execution process,
which includes
implementing the
communications
Deliverables Group
management plan, as
well as responding to
unexpected requests for
information.
10.4 Manage Stakeholder  Stakeholder register  Communication  Organizational Execution
Expectations is the  Stakeholder methods process assets
process of management  Interpersonal skills updates
communicating and strategy  Management skills  Change requests
working with stakeholders  Project  Project
to meet their needs and management plan management plan
addressing issues as they  Issue log updates
occur  Change log  Project document
 Organizational updates
process assets
10.5 Report  Project  Variance analysis  Performance Monitoring
Performance is the management plan  Forecasting reports and
process of collecting and  Work performance methods  Organizational Controlling
distributing performance information  Communication process assets
information, including  Work performance methods updates
status reports, progress measurements  Reporting systems  Change requests
measurements, and  Budget forecasts
forecasts  Organizational
process assets
The performance
reporting process
involves the periodic
collection and analysis of
Deliverables Group
baseline versus actual
data to understand and
communicate the project
progress and
performance as well as
forecast the project
results
Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability &
impact of positive events and to decrease the probability and impact of adverse events
Area Process Inputs Tools and Outputs / Deliverables Process Other Notes
Techniques Group
11.1 Risk Management - Project scope - Planning - Risk Management Plan Plannin Risk = f(probability, consequence)
Planning by deciding statement Meetings and o Risk Management g
how to approach, plan - Cost analysis Methodology Tolerance of risk :
& execute the risk management plan o Risk roles and Risk averter/avoider,
management activities - Schedule responsibility risk neutral,
for a project Management o Risk budget and risk taker or risk seeker.
Plan schedule
The process of - Communication o Tolerances, threshold, Expected Payoff for a strategy =
developing and Management and authority sum of (payoff element X
documenting an Plan o Risk categories probability)
organized, - Enterprise
comprehensive, and Environment Risk management plan includes
interactive strategy and Factors methodology, roles,
methods for identifying - Organizational responsibilities, budget, timing,
and analyzing risks, Process Assets scoring / interpretation, thresholds,
developing risk reporting, tracking, etc.
response plans and Risk Categories:
monitoring and ¨ Technical
controlling how risks ¨ Project management
have changed ¨ Organizational
¨ External
11.2 Risk Identification - Risk management - Documentation - Risk register Plannin Risk Components:
by determining which plan reviews o Risk g ¨ Risk event
Techniques Group
risks might affect the - Activity cost - Information o Risk owner ¨ Risk event probability
project and estimates gathering o Risk category ¨ Risk event consequence
documenting their - Activity duration techniques o Risk cause ¨ Risk event status
characteristics estimates - Checklist o Potential response
- Scope baseline analysis o Impact
- Stakeholder register - Assumptions o Probability
- Cost management analysis o Symptons/Warning
plan - Diagramming signs
- Schedule techniques o Risk score
management plan - SWOT analysis o Risk ranking / priority
- Quality - Expert judgement o Risk response
management plan o Risk response
- Project documents responsibilities
- Enterprise o Secondary risks
environment factors o Risk response budget
o Risk response
schedule
o Contingency plan
o Fallback plan
11.3 Qualitative Risk - Risk register - Risk probability - Risk register (updates) Plannin Use of low precision data may lead
Analysis by prioritizing - Risk management and impact g to faulty analysis.
risks for further analysis plan assessment
Risks calculated as high or
or action by assessing - Project scope - Probability and
moderate would be prime
Techniques Group
& combining their statement impact matrix
candidates for further analysis.
probability of - Organizational - Risk data quality
occurrence & impact process assets assessment
- Risk
categorization
- Risk urgency
assessment
- Expert judgment
-
11.4 Quantitative Risk - Risk register - Data gathering - Risk register (updates) Plannin Quantitative analysis follows
Analysis through - Risk management and including 1) probabilistic g qualitative analysis.
numerically analyzing plan representation analysis of the project for
Objectives include:
the effect on overall - Cost management techniques schedule & cost outcomes 2)
¨ Determine probability of
project objectives of plan - Quantitative risk prioritized list of quantified
reaching project objectives
Techniques Group
identified risks - Schedule analysis and risks 3) trends in quantitative ¨ Determine size of contingency
management plan modeling risk results) needed
- Organizational techniques ¨ Identify risks requiring most
process assets (sensitivity attention based on their priority
analysis, ¨ Identify realistic cost and
expected scope targets
monetary value
analysis, and
decision tree
analysis,
modeling &
simulation)
- Expert judgment
11.5 Risk Response - Risk register - Strategies for - Risk register (updates) Plannin Contingency Plan is a
Planning by developing - Risk management negative risk or - Risk-related contractual g management plan that identifies
options & actions to plan threats (avoid, agreements alternative strategies to be used to
enhance opportunities transfer or - Project management plan ensure project success if specified
& reduce threats to mitigate) (updates) risk events occur.
project objectives - Strategies for - Project document updates
Fallback plan is a management
positive risks or
plan that identifies alternative
Techniques Group
Response Option for opportunities
project approaches if the risk has
risk include (exploit, share or
high impact, or if the strategy might
acceptance, avoidance, enhance)
not be fully effective.
mitigation (control) and - Strategy for both
transfer risks and Contingency Reserve accounts for
opportunities known risks that have been
Response Option for (accept and accepted.
opportunity include contigent) Secondary risks arise from
acceptance, enhance, - Contingency implementing the contingency
exploit and share response plan.
strategy
- Expert judgment
11.6 Risk Monitoring - Risk register - Risk - Risk register (updates) Monitor Purpose of Risk Monitoring is to
and Control by keeping - Project reassessment - Organizational process assets & determine if:
track of identified risks, management plan - Risk audits updates Control ¨ Risk responses implemented
monitoring residual - Work performance - Variance and - Change requests as planned
risks and identifying information trend analysis - Project management plan ¨ Risk response actions were as
new risks, executing - Performance - Technical (updates) effective as planned
risk response plans and reports performance - Project document updates ¨ Project assumptions are still
evaluating their measurement valid
effectiveness - Reserve analysis ¨ Risk trigger has occurred
Techniques Group
throughout the project - Status meetings ¨ Risk exposure has changed
life cycle
Notes
Hurwicz criterion – optimistic and go by maximize profit by go-for-broke strategy – maximax criterion
Wald criterion – maximin criterion – how much can afford to lose
Savage – minimize the maximum regret – minimax criterion – minimize the maximum regret
Laplace – attempt to transform decision making under uncertainty to decision making under risk
Expected monetary value (EMV) is the cost or benefit of an uncertain event

EMV =
Reserve – Contingency reserve (known unknowns) and management reserve (unknown)

Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual obligations
placed on the project team by the contract
Deliverables Group
12.1 Plan Procurements  Scope baseline  Make-or-buy  Procurement Planning Contract Type:
is the process of  Requirements analysis management plan  FP – Fixed Price or Lump
documenting project document  Expert judgment  Procurement sum. (Simplest form is PO) –
purchasing decisions,  Teaming  Contract types statement of work risk on seller
specifying the approach, requirements  Make-or-buy o Firm Fixed Price Contracts
and identifying potential  Risk register decisions (FFP)
sellers. It identifies those  Risk-related contract  Procurement o Fixed Price Incentive Fee
project needs which can decisions documents Contracts (FPIF)
best be, or must be, met  Activity resource  Source selection o Fixed Price with Economic Price
by acquiring products, requirements criteria Adjustment Contracts (FP-EPA)
services, or results  Project schedule  Change requests  CR – Cost Reimbursable (cost
outside of the project  Activity cost plus fee, cost plus fixed fee or
organization, versus estimates cost plus incentive fee, cost plus
those project needs  Cost performance award fee contracts) – place risk
which can be baseline on buyer
accomplished by the  Enterprise  T&M – Time and Materials
project team environmental (aspects of FP and CR
factors contracts) - Moderate cost risk
 Organizational to buyer.)
process assets

Deliverables Group
12.2 Conduct  Project  Bidder conferences  Selected sellers Planning
Procurement management plan can
Procurements is the management plan  Proposal evaluation  Procurement
include 1) type of contract 2)
process of obtaining  Procurement techniques contract award
independent estimates 3) standardized
seller responses, documents  Independent  Resource
procurement documents 4) constraints
selecting a seller, and  Source selection estimates calendars
& assumptions 5) lead times for
awarding a contract. In criteria  Expert judgment  Change requests
contracting coordination 6) make-or-
this process, the team will  Qualified seller list  Advertising  Project
buy documentation 7) scheduled dates
receive bids or proposals  Seller proposals  Internet search management plan
in contracts 8) performance metrics for
and will apply previously  Project documents  Procurement updates
managing contracts
defined selection criteria  Make-or-buy negotiations  Project document
to select one or more decision updates
sellers who are qualified  Teaming All bidders conference Q&A should be
to perform the work and agreements put in writing and issued to all potential
acceptable as a seller  Organizational sellers as an addendum to the
process assets procurement docs.
12.3Administer  Procurement  Contract change  Procurement Executing

Procurements is the documents control system documentation
process of managing  Project  Procurement  Organizational
procurement relationship, management plan performance process assets
monitoring contract  Contract reviews updates
performance, and making  Performance reports  Inspection and  Change requests
changes and corrections  Approved change audits  Project
as needed. Both the requests  Performance management plan
buyer and seller will  Work performance reporting updates
administer the information  Payment systems
procurement contract for  Claims
similar purposes administration
Deliverables Group
 Record
management
system
12.4 Close  Project  Procurement audits  Closed Executing
Procurements is the management plan  Negotiated procurements
process of completing  Procurement settlements  Organizational
each project documentation  Records process assets
procurement. It supports management updates
the Close Project or system
Phase process, since it
involves verification that
all work and deliverables
were acceptable.
Knowledge Areas Project Management Process Groups
Initiating Process Planning Process Executing Process Monitoring & Closing Process
Group Group Group Controlling Process Group
Group
4. Process Integration 4.1 Develop Project 4.2 Develop Project 4.3 Direct and 4.4 Monitor and 4.6 Close Project or
Management charter Management Manage Project Control Project Phase
Plan Execution Work
4.5 Perform
Integrated
Change Control
5. Project Scope 5.1 Collect 5.4 Verify Scope

Management Requirements 5.5 Control Scope
5.2 Define Scope
5.3 Create WBS
6. Project Time 6.1 Define Activities 6.6 Control

Management 6.2 Sequence Schedule
Activities
6.3 Estimate
Activity
Resources
6.4 Estimate
Activity
Durations
6.5 Develop
Schedule
7. Project Cost 7.1 Estimate Costs 7.3 Control Costs
Management 7.2 Determine
Budget
8. Project Quality 8.1 Plan Quality 8.2 Perform Quality 8.3 Perform Quality
Management Assurance Control
9. Project Human 9.1 Develop Human 9.2 Acquire Project 9.5

Resource Management Resource Plan Team
9.3 Develop Project
Team
9.4 Management
Project Team
10. Project 10.1 Identify 10.2 Plan 10.3 Distribute 10.5 Report
Communications Stakeholders Communication Information Performance
Management s 10.4 Manage
Stakeholders
Expectations
11. Project Risk 11.1 Plan Risk 11.6 Monitor

Management Management and Control
11.2 Identify Risks
Risks
11.3 Perform
Qualitative Risk
Analysis
11.4 Perform
Quantitative
Risk Analysis
11.5 Plan Risk
Responses
12. Project Procurement 12.1 Plan 12.2 Conduct 12.3 Administer 12.4 Close
Management Procurements Procurements Procurements Procurements

Project Integration Management Worksheet

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Project Integration Management Worksheet

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Preparation Worksheet #1

Engineering (Grass Roots) Definitive Bottom Up -5% to +10% Months

PERT is a probabilistic method, whereas CPM is deterministic.

PERT estimate or Expected Activity Duration = ( O + 4M + P ) / 6

Standard Deviation of an Activity, σ = (P–O)/6

Variance of an Activity, σ² = [ (P–O)/6]²

Customer Satisfaction: Conformance

Quality is planned in, not inspected in.

Cost of quality is total cost of all efforts

Deming definition of quality is “continous improvement”

Deming Juran Crosby

Definition of quality Continuous improvement Fitness for use Conformance to requirements

Application Manufacturing-driven companies Technology driven companies People drive companies

Target audience Workers Management Workers

Emphasis on Tools / System Measurement Motivation (behavioral)

6 quality management concepts

6. Quality program plan

 Cost of good quality (cost of conformance)

o Prevention costs (build a quality product)

o Appraisal cost (Assess the quality)

 Cost of Poor quality (cost of nonconformance)

o Internal failure cost (Failures found by the project)

o External failure cost (Failures found by the customer)

PMI recommends Problem Solving as

A salience model is a stakeholder

10.2 Plan  Stakeholder register  Communication  Communications Planning

 Paralingual – Pitch and tone of voice

 Communication methods – Interactive

10.3 Distribute  Project  Communication  Organizational Execution Performance Reporting Tools:

Expected monetary value (EMV) is the cost or benefit of an uncertain event

Reserve – Contingency reserve (known unknowns) and management reserve (unknown)

12.3Administer  Procurement  Contract change  Procurement Executing

5. Project Scope 5.1 Collect 5.4 Verify Scope

6. Project Time 6.1 Define Activities 6.6 Control

9. Project Human 9.1 Develop Human 9.2 Acquire Project 9.5

11. Project Risk 11.1 Plan Risk 11.6 Monitor

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