The project sponsor is generally accountable for the development and maintenance of the project business case document. The project manager is responsible for providing recommendations and oversight to keep the project documents updated.
Project managers should appropriately tailor the noted project management documents for their projects. In some organizations, the business case and benefits management plan are maintained at the program level.
Business documents - Business case
The Business case and the Benefits management plan are sources of information about the project's objectives and how the project will contribute to the business goals. Although the business documents are developed prior to the project, they are reviewed periodically. The Business case and the Benefits management plan are not project documents.Business documents - Benefits management plan
The benefits management plan includes information on the strategic alignment of the project with the business objectives of the organization, and the target benefits to be obtained. The Benefits management plan is a business document but is updated by the project manager to reflect how the chosen project will deliver its benefits, and how it will be measured.The project management plan is the plan (Combination of Plans and Baselines) that describes how the project will be executed, monitored and controlled and closed. It integrates and consolidates all of the subsidiary management plans and baselines, and other information necessary to manage the project. The needs of the project determine which components of the project management plan are needed.
Project management plan - Project management plan
*The document that describes how the project will be executed monitored, controlled, and closedProject management plan - Change management plan
A change management plan defines activities and roles to manage and control change during the execute and control stage of the project. Change is measured against the project baseline, which is a detailed description of the project's scope, budget, schedule, and plans to manage quality, risk, issues, and change.Project management plan - Configuration management plan
The configuration management plan is a system of engineering processes for establishing and maintaining consistency of a product's performance, functional, and physical attributes with its requirements, design, and operational information throughout its life.Project management plan - Development approach
The development approach defines whether waterfall, iterative, adaptive, agile, or a hybrid development approach will be used.Project management plan - Project life cycle description
The project life cycle determines the series of phases that a project passes through from its inception to the end of the project. The development approach defines whether waterfall, iterative, adaptive, agile, or a hybrid development approach will be used.Project management plan - All components
*The Project Management Plan is the combination of Plans and Baselines that describes how the project will be executed, monitored & controlled, and closed.Project management plan - Any component
*The document that describes how the project will be executed monitored, and controlled and closed.Project management plan - Scope baseline
The scope baseline is the approved version of a scope statement, WBS, and its associated WBS dictionary, which can be changed only through formal change control procedures and is used as a basis for comparison. it is a component of the project management plan. Components of the scope baseline include: Project scope statement, WBS, Work package, planning package, and WBS dictionary.Project management plan - Schedule baseline
*The approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.Project management plan - Cost baseline
*The approved version of the time-phased project budge, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.Project management plan - Performance measurement baseline
The Performance measurement baseline is compared to actual results to determine if a change, corrective action or preventive action is necessary. The performance measurement baseline is the combination of all three baselines, Scope, Schedule, and Cost.Project management plan - Scope management plan
The scope management plan is a component of the project management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.Project management plan - Requirements management plan
The requirements management plan is a component of the project management plan that describes how requirements will be analyzed, documented, and managed.Project management plan - Schedule management plan
The schedule management plan is a component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. The schedule management plan may be formal or informal, highly detailed or broadly framed, based on the needs of the project and includes appropriate contol thresholds.Project management plan - Cost management plan
The cost management plan is a component of the project management plan and describes how the project costs will be planned, structured, and controlled. The cost management procedures and their associated tools and techniques are documented in the cost management plan. The cost management plan establishes the following: Units of measure, Level of precision, Level of accuracy, Organizational procedures links, control thresholds, and rules of performance measurement.Project management plan - Quality management plan
The quality management plan is a component of the project management plan that describes how the organization's quality policies, methodologies, and standards will be implemented in the specified project. The way the project and product scope will be managed can be influenced by how the organization's quality policy, methodologies, and standards are implemented on the project.Project management plan - Resource management plan
The resource management plan is a component of the project management plan that provides guidance on how project resources should be categorized, allocated, managed, and released. The resource management plan may include but is not limited to: Identification of resources, acquiring resources, roles and responsibilities, project organization charts, project team resource management, training, team development, and resource control.Project management plan - Communications management plan
The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness.Project management plan - Risk management plan
The risk management plan is a component of the project management plan that describes how risk management activities will be structured and performed. The risk management plan may include some or all of the following elements: Risk strategy, methodology, roles and responsibilities, funding, timing , risk categories, stakeholder risk appetite, definitions of risk probability and impacts, probability and impact matrix, reporting formats, and tracking of risks.Project management plan - Procurement management plan
The procurement management plan has information regarding resources that will be acquired from outside the project. This includes information on how procurement's will be integrated with other project work and stakeholders involved in procuring resources.Project management plan - Stakeholder engagement plan
The stakeholder engagement plan is a component of the project management plan that identifies the management strategies and actions required to effectively engage stakeholders. it can be formal or informal detailed or broadly framed, based on the needs of the project and the expectations of stakeholders.Project documents include all project written reports, lists, registers, charters, analysis, diagrams, charts, reviews, evaluations, or assessments. Plans and baselines (Project management plan), are excluded from being called documents. Files and records contain both documents and Project management plan items.
Project documents - Assumption log
Strategic and operational assumptions and constraints are normally identified in the business case before the project is initiated and will flow into the project charter and articulated during the project.Project documents - Issue log
Throughout the life cycle of a project, the project manager will normally face problems, gaps, inconsistencies, or conflicts that occur unexpectedly and that require some action so they do not impact the project performance. The issue log is a project document where all the issues are recorded and tracked.Project documents - Lessons learned register
Lessons learned are used to improve the performance of the project and to avoid repeating mistakes. The register helps identify where to set rules or guidelines so team's actions are aligned.Project documents - Change log
The change log contains the status of all change requests. The change will be numbered and the log will summarize the change and quantify if its is approved, not approved, or on hold.Project documents - Requirements documentation
Requirements documentation describes how individual requirements meet the business need for the project. Requirements may start out at a high level and become progressively more detailed as more about the requirements are known. Before being baselined, requirements need to be unambiguous (measurable and testable), traceable, complete, consistent, and acceptable to key stakeholders.Project documents - Requirements traceability matrix
The requirements traceability matrix links product requirements to the deliverables that satisfy them and helps to focus on the final outcomes.Project documents - Project scope statement
The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project and product scope. It describes, in detail the project's deliverables and the work required to create those deliverables.Project documents - Activity list
*A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.Project documents - Activity attributes
*Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.Project documents - Milestone list
The milestone list shows the schedule dates for specific milestones.Project documents - Project schedule network diagram
*A graphical representation of the logical relationships among the project schedule activities.Project documents - Duration estimates
*The quantitative assessments of the likely number of time periods that are required to complete an activity.Project documents - Basis of estimates
Basis of estimates indicate how the various estimates were derived and can be used to make a decision on how to respond to variances and work performance information and modify the project management accordingly.Project documents - Project schedule
The schedule includes at least the list of work activities, their durations, resources and planned start and finish dates.Project documents - Schedule data
The schedule data for the project schedule model is the collection of information for describing and controlling the schedule. The schedule data includes, at a minimum, the schedule milestones, schedule activities, activity attributes, and documentation of all identified asumptions and constraints.Project documents - Project calendars
*A calendar that identifies working days and shifts that are available for scheduled activities.Project documents - Schedule forecasts
Based on the project's past performance, the schedule forecasts are used to determine if the project is within defined tolerance ranges for schedule and to identify any necessary change requests.Project documents - Cost estimates
Cost estimates include quantitative assessments of the probable costs required to complete project work, as well as contingency amounts to account for identified risks, and management reserves to cover unplanned work. Cost estimates can be presented in summary form or in detail, Costs are estimated for all resources that are applied to the cost estimate.Project documents - Cost forecasts
Based on the projects's past performance, the cost forecasts are used to determine if the project is within defined tolerance ranges for budget and to identify any necessary change requests.Project documents - Quality metrics
*A description of a project or product attribute and how to measure it.Project documents - Quality reports
The quality report includes quality management issues; recommendations for process, project, and product improvements; corrective actions recommendations (includes rework, defect/bugs repair, 100% inspection, and more); and the summary of findings from the Control Quality process.Project documents - Test and evaluation documents
Test and evaluation documents can be created based on industry needs and the organization's templates. They are inputs to the Control Quality process and are used to evaluate the achievement of quality objectives. These documents may include dedicated quality checklists and detailed requirements traceability matrices as part of the documents.Project documents - Quality control measurements
*The documented results of control quality activities. The quality control measurements that document the results of Control Quality activities and demonstrate compliance with the quality requirements.Project documents - Team charter
The team charter is a document that establishes the team values, agreements, and operating guidelines for the team. The team charter may include but is not limited to: Team values, communication guidelines, decision-making criteria and process, conflict resolution process, meeting guidelines, and team agreements.Project documents - Resource requirements
Resource requirements identify the types and quantities of resources required for each work package or activity in a work package and can be aggregated to determine the estimated resources for each work package, each WBS branch, and the project as a whole.Project documents - Resource breakdown structure
The resource breakdown structure includes information on the composition of the team and may help to understand what knowledge is available as a group and what knowledge is missing.Project documents - Physical resource assignments
Resource requirements identify the types and quanties of resources required for each work package or activity in a work package and can be agregated to determine the estimated resources for each work package, each WBS branch, and the project as a whole. The amount of detail and the level of specificity of the resource requirement descriptions can vary by application area.Project documents - Project team assignments
Project team assignments provide information on the type of knowledge available in the project and the knowledge that may be missing.Project documents - Resource calendars
A resource calendar identifies the working days, shifts, start and end of normal business hours, weekends, and public holidays when each specific resource is available.Project documents - Team performance assessments
As project team development efforts such as training, team building, and collocation are implemented, the project management team makes formal or informal assessments of the project team's effectiveness. Effective team development strategies and activities are expected to increase the team performance, which increases the likelihood of meeting project objectives.Project documents - Project communications
Project communications include performance reports, deliverable status, and other information generated by the project.Project documents - Risk register
The risk register provides information on threats and opportunities that may impact project execution.Project documents - Risk report
The risk report provides information on sources and overall project risk along with summary information on identified individual project risks.Project documents - Source selection criteria
Source selection criteria indicate if there is a need for specific knowledge from outside the project.Project documents - Stakeholder register
The stakeholder register contains details about the identified stakeholders to help understand the knowledge they may have.Being able to articulate and or communicate using verbal, non-verbal or writing techniques.
Communication skills - Communication competence
A combination of tailored communication skills that considers factors such as clarity of purpose in key messages, effective relationships and information sharing, and leadership behaviors.Communication skills - Nonverbal
Examples of nonverbal communication include appropriate body language to transmit meaning through gestures, tone of voice, and facial expressions.. Mirroring and eye contact are also important techniques. The team members should be aware of how they are expressing themselves both through what they say and what they don't say.Communication skills - Presentations
Clear and effective communication of project information through presentations to stakeholders where appropriate.Communication skills - Feedback
To support interactive communication between the project manager and team and all other project stakeholders. Examples include coaching, mentoring, and negotiating.Data gathering are tools and techniques used to collect raw data (Work performance data), or collect market or research data.
Data gathering - Statistical sampling
Statistical sampling involves choosing part of a population of interest for inspection. The Sample is taken to measure controls and verify quality. Sample frequency and sizes should be determined during the Plan Quality Management process.Data gathering - Check sheets
Check sheets are also known as tally sheets and are used to organize facts in a manner that will facilitate the effective collection of useful data about a potential quality problem. They are especially useful for gathering attributes data while performing inspections to identify defects.Data gathering - Market research
A data-gathering technique that can be used for this process includes, but is not limited to, market research. Market research includes examination of industry and specific seller capabilities. Procurement teams may leverage information gained at conferences, online reviews, and a variety of sources to identify market capabilities. The team may also refine specific procurement objectives to leverage maturing technologies while balancing risks associated with the breadth of sellers who can provide the desired materials or services.Data gathering - Benchmarking
Benchmarking involves comparing actual or planned practices, such as processes and operations, to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance, The organizations compared during benchmarking can be internal or external.Data gathering - Focus groups
Focus groups bring together prequalified stakeholders and subject matter experts to colaborate about the perceived project risks, success criteria, and other topics in a more conversational way than personal interviews.Data gathering - Questionnaires and surveys
Questionnaires and surveys are written sets of questions designed to quickly accumulate information from a large number of respondents. Questionnaires and/or surveys are most appropriate with varied audiences, when a quick turnaround is needed, when respondents are geographically dispersed, and where statistical analysis is appropriate.Data gathering - Checklists
Organizations have standard checklists based on their history and experience that guide the project manager to develop the plan or requirements data, or may help to verify that all the required information is included.Data gathering - Brainstorming
Brainstorming is a technique that is used to identify a list of ideas in a short period of time. It is conducted in a group environment and is led by a facilitator. Brainstorming comprises two parts: idea generation and analysis. Brainstorming can be used to gather data and solutions or ideas from stakeholders, subject matter experts (SME"s), and team members when developing plans, or documents.Data gathering - Interviews
Interviews are used to obtain specific information from stakeholders to develop any component plan or project document.Data analysis is creating metrics out of the “work performance data”. This analysis creates “work performance information” and other metrics of performance; updated schedule, budget, or any other knowledge area metric.
Data analysis - SWOT analysis
This technique examines the project from each of the strengths, weaknesses, opportunities, and threats (SWOT) perspectives. For risk identification, it is used to increase the breadth of identified risks by including internally generated risks. The technique starts with the identification of strengths and weaknesses of the organization, focusing on either the project, organization, or the business area in general. SWOT analysis then identifies any opportunities for the project that may arise from strengths, and any threats resulting from weaknesses. The analysis also examines the degree to which organizational strengths may offset threats and determines if weaknesses might hinder opportunities.Data analysis - Assumption and constraint analysis
Every project and its project management plan are conceived and developed based on a set of assumptions and within a series of constraints. These are often captured in the scope baseline and project estimates. Assumption and constraint analysis explores the validity of assumptions and constraints to determine which pose a risk to the project, Threats may be identified from the inaccuracy, instability, inconsistency, or incompleteness of assumptions. Constraints may give rise to opportunities through removing or relaxing a limiting factor that affects the execution of a project or process.Data analysis - Assessment of other risk parameters
The project team may consider other characteristics of risk (in addition to probability and impact) when prioritizing individual project risks for further analysis and action, These characteristics may include but are not limited to: Urgency, Proximity, dormancy, manageability, control-ability, detect-ability, connectivity, strategic impact, and propinquity.Data analysis - Risk data quality assessment
Risk data quality assessment evaluates the degree to which the data about individual project risks is accurate and reliable as a basis for qualitative risk analysis. The use of low-quality risk data may lead to a qualitative risk analysis that is of little use to the project. If data quality may be assessed via a questionnaire, measuring the project's stakeholder perceptions of various characteristics, which may include completeness, objectivity, relevancy, and timeliness. A weighted average of selected data quality characteristics can then be generated to give an overall quality score.Data analysis - Decision tree analysis
Decision trees are used to support selection of the best of several alternative courses of action. Alternative paths through the project are shown in the decision tree using branches representing different decisions or events, each of which can have associated costs and related individual project risks (including both threats and opportunities). The end-points of branches in the decision tree represent the outcome from following that particular path, which can be negative or positive.Data analysis - Influence diagrams
Influence diagrams are graphical aids to decision making under uncertainty. An influence diagram represents a project or situation within the project as a set of entities, outcomes, and influences, together with the relationships and effects between them. Where an element in the influence diagram is uncertain as a result of the existence of individual project risks or other sources of uncertainty, this can be represented in the influence diagram using ranges of probability distributions. The influence diagram is then evaluated using a simulation technique, such as Monte Carlo analysis, to indicate which elements have the greatest influence on key outcomes. Outputs from influence diagram are similar to other quantitative risk analysis methods, including S-curves and tornado diagrams.Data analysis - Sensitivity analysis
Sensitivity analysis helps to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes. It correlates variations' in project outcomes with variations in elements of the quantitative risk analysis model. One typical display of sensitivity analysis is the tornado diagram, which presents the calculated correlation coefficient for each element of the quantitative risk analysis model that can influence the project outcome.Data analysis - Technical performance analysis
Technical performance analysis compares technical accomplishments during project execution to the schedule of technical achievement.Data analysis - Reserve analysis
*An analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project.Data analysis - Cost-benefit analysis
Cost-benefit analysis helps to determine the best corrective action in terms of cost of ease of project deviations.Data analysis - Variance analysis
Variance analysis reviews the differences (or variance) between planned and actual performance. This can include duration estimates, cost estimates, resources utilization, resources rates, technical performance, and other metrics, Variance analysis may be conduced in each Knowledge Area based on its particular variable. In Monitor and Control Project Work, the variance analysis reviews the variances from an integrated perspective considering cost, time, technical and resource variances in relation to each other to get an overall view of variance on the project.Data analysis - Trend analysis
Trend analysis is used to forecast future performance based on past results. It looks ahead in the project for expected slippages and warns the project manager ahead of time that there may be problems later in the schedule if established trends persist. This information is made available early enough in the project timeline to give the project team time to analyze and correct any anomalies. The results of trend analysis can be used to recommend preventive actions if necessary.Data analysis - Document analysis
Document analysis is used to elicit requirements by analyzing existing documentation and identifying information relevant to the requirements.Data analysis - Root cause analysis
Root Cause analysis focuses on identifying the main reasons of a problem. It can be used to identify the reasons for a deviation and the areas the project manager should focus on in order to achieve the objectives of the project.Data analysis - Iteration burndown chart
This chart tracks the work that remains to be completed in the iteration backlog. It is used to analyze the variance with respect to an ideal burndown based on the work committed from iteration planning. A forecast trend line can be used to predict the likely variance at iteration completion and take appropriate actions during the course of the iteration.Data analysis - What-if scenario analysis
What-if scenario analysis is the process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives. This is an analysis of the question, "What if the situation represented by scenario X happens?"Data analysis - Performance reviews
Performance reviews measure, compare, and analyze the project activities and compare it against the project baselines for variances.Data analysis - Process analysis
Process analysis identifies opportunities for process improvements. This analysis also examines problems, constraints, and non-value-added activities that occur during a process.Data analysis - Cost of quality
Assumptions about costs of quality may be used to prepare the estimates, This includes evaluating the cost impact of additional investment in conformance versus the cost of non-conformance. It can also include looking at short-term cost reductions versus the implication of more frequent problems later on in the product life cycle.Data analysis - Make-or-buy analysis
A make-or-buy analysis is used to determine whether work or deliverables can best be accomplished by the project team or should be purchased from an outside source. Factors to consider in the make-or-buy decision include the organization's current resource allocation and their skills and abilities , the need for specialized expertise, the desire to not expand permanent employment obligations, and the need for independent expertise. It also includes evaluating the risks involved with each make-or-buy decision. Make-or-buy analysis may use payback period, return on investment (ROI), internal rate of return (IRR), discounted cash flow, net present value (NPV), benefit/cost analysis (BCA), or other techniques in order to decide whether to include something as part of the project or purchase it externally.Data analysis - Proposal evaluation
*The process of reviewing proposals provided by suppliers to support contract award decisions.Data analysis - Alternatives analysis
Alternatives analysis is used to select the corrective actions or a combination of corrective and preventive actions to implement when a deviation occurs.Data analysis - Stakeholder analysis
Stakeholder analysis results in a list of stakeholders and relevant information such as their position in the organization, roles on the project, "stakes," expectations, attitudes (their levels of support for the project), and there interest in information about the project.Data analysis - Earned value analysis
Earned value provides an integrated perspective on scope, schedule, and cost performance.Data analysis - Regression analysis
This technique analyzes the interrelationships between different project variables that contributed to the project outcomes.Representing data (work performance data) or information (work performance information) in a format that is easy to understand and or explain. Data representation can be for meetings, analysis, for team use, or for stakeholder updates.
Data representation - Affinity diagrams
Affinity diagrams allow large numbers of ideas to be classified into groups for review and analysis.Data representation - Mind mapping
Mind mapping consolidates ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas.Data representation - Logical data model
Logical data models are a visual representation of an organization's data, described in business language and independent of any specific technology. The logical data model can be used to identify where data integrity or other quality issues can arise.Data representation - Flowcharts
Flowcharts are also referred to as process maps because they display the sequence of steps and the branching possibilities that exist for a process that transforms one or more inputs into one or more outputs. Flowcharts show the activities, decision points, branching loops, parallel paths, and the overall order of processing by mapping the operational details of procedures that exist within a horizontal value chain. One version of a value chain, known as SIPOC (suppliers, inputs, process, outputs, and customers) model.Data representation - Matrix diagrams
Matrix diagrams help find the strength of relationships among different factors, causes, and objectives that exist between the rows and columns that form the matrix. Depending on how many factors may be compared, the project manager can use different shapes of matrix diagrams; for example, L, T, Y, X, C, and roof-shaped. In this process they facilitate identifying the key quality metrics that are important for the success of the project.Data representation - Cause-and-effect diagrams
Cause-and-effect diagrams are also know as fishbone diagrams, why-why diagrams, or Ishikawa diagrams. This type of diagram breaks down the causes of the problem statement identified into discrete branches helping to identify the main or root cause of the problem.Data representation - Histograms
Histograms show a graphical representation of numerical data. Histograms can show the number of defects per deliverable, a ranking of a process, environment, or activity on one axis and a quality defect on the other axis.Data representation - Scatter diagrams
A scatter diagram is a graph that shows the relationship between two variables. Scatter diagrams can demonstrate a relationship between any element of a process, environment, or activity on one axis and a quality defect on the other axis.Data representation - Control charts
Control charts are used to determine whether or not a process is stable or has predictable performance. Upper and lower specification limits are based on the requirements and reflect the maximum and minimum values allowed. Upper and lower control limits are different from specification limits. The control limits are determined using standard statistical calculations and principles to ultimately establish the natural capability for a stable process. The project manager and appropriate stakeholders may use the statistically calculated control limits to identify the points at which corrective action will be taken to prevent performance that remains outside the control limits. Control charts can be used to monitor various types of out put variables. Although used most frequently to track repetitive activities required for producing manufactured lots, control charts may also be used to monitor cost and scheduie variances, volume, frequency of scope changes, or other management results to help determine if the project management processes are in control.Data representation - Responsibility assignment matrix
A RAM that shows the project resources assigned to each work package. An example of a matrix-based chart is a responsibility assignment matrix (RAM) that shows the project resources assigned to each work package. It is used to illustrate the connections between work packages, or activities, and project team members.Data representation - Text-oriented formats
Team member responsibilities that require detailed descriptions can be specified in text-oriented formats. Usually in outline form, these documents provide information such as responsibilities, authority, competencies, and qualifications. The documents are known by various names including position descriptions and role-responsibility-authority forms. These documents can be used as templates for future projects, especially when the information is updated throughout the current project by applying lessons learned.Data representation - Hierarchical charts
The traditional organizational chart structure can be used to show positions and relationships in a graphical, top-down format. WBS (Work Breakdown Structure) OBS (Organizational Breakdown Structure) RBS (Resource Breakdown Structure)Data representation - Probability and impact matrix
A probability and impact matrix is a grid for mapping and probability of each risk occurrence and its impact on project objectives if that risk occurs.Data representation - Stakeholder mapping/representation
A data representation technique that may be used in this process includes, but is not limited to stakeholder mapping/representation. Stakeholder mapping and representation is a method of categorizing stakeholders using various methods. Categorizing stakeholders assists the team in building relationships with the identified project stakeholders. Common methods include: Power/interest grid, power/influence grid, or impact/influence grid. Stakeholder cube, Salience model, and Directions of influence.Data representation - Stakeholder engagement assessment matrix
A stakeholder engagement assessment matrix supports comparison between the current engagement levels of stakeholders and the desired engagement levels required for successful project delivery. One way to classify the engagement level of stakeholders is shown in analysis "Stakeholder engagement assessment matrix". The stakeholders can be classified as follows: Unaware, Resistant, Neutral, Supportive, and Leading. Then graph the current engagement compared to the desired engagement.Interpersonal and team skills are utilized to have effective collaboration and relationships within the team and with stakeholders. These skills enhance the project manager to be effective in his position. These skills utilized by the team will enhance the relationships with all stakeholders.
Interpersonal and team skills - Meeting management
Meeting management includes preparing the agenda, ensuring that a representative for each key stakeholder group is invited, and preparing and sending the follow-up minutes and actions.Interpersonal and team skills - Conflict management
The project manager needs to resolve conflicts in a timely manner and in a constructive way in order to achieve a high-performing team.Interpersonal and team skills - Facilitation
Facilitation is the ability to effectively guide a group event to a successful decision, solution, or conclusion. Thus facilitation involves all, so that effective buy-in occurs.Interpersonal and team skills - Active listening
Active listening helps reduce misunderstandings and improves communication and knowledge sharing.Interpersonal and team skills - Leadership
Leadership is used to communicate the vision and inspire the project team to focus on the appropriate knowledge and knowledge objectives.Interpersonal and team skills - Networking
Networking allows informal connections and relations among project stakeholders to be established and creates the conditions to share tacit and explicit knowledge.Interpersonal and team skills - Political awareness
Political awareness helps the project manager to plan communications based on the project environment as well as the organization's political environment.Interpersonal and team skills - Nominal group technique
The nominal group technique enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization.Interpersonal and team skills - Observation and conversation
Observation and conversation provide a direct way of viewing individuals in their environment and how they perform their jobs or task and carry out processes. it is particularly helpful for detailed processes when the people who use the product have difficulty or are reluctant to articulate their requirements. Observation is also known as "job shadowing."Interpersonal and team skills - Negotiation
Negotiation among team members is used to reach consensus on project needs.Interpersonal and team skills - Motivation
Teams are motivated by empowering them to participate in decision making and encouraging them to work independently.Interpersonal and team skills - Team building
Team building activities can vary from a 5-minute agenda item in a status review meeting to an offsite, professionally facilitated event designed to improve interpersonal relationships. The objective of team-building activities is to help individual team members work together effectively.Interpersonal and team skills - Influencing
An influencing skill used in this process is gathering relevant and critical information to address important issues and reach agreements while maintaining mutual trust.Interpersonal and team skills - Decision making
decision making involves the ability to negotiate and influence the organization and the project management team. Some guidelines for decision making include: Focus on goals to be served, follow a decision-making process, study the environmental factors, analyze available information, stimulate team creativity, and account for risk.Interpersonal and team skills - Emotional intelligence
The team can use emotional intelligence to reduce tension and increase cooperation by identifying, assessing, and controlling the sentiments of project team members, anticipating their actions, acknowledging their concerns, and following up on their issues.Interpersonal and team skills - Communication styles assessment
This is used to assess communication styles and plan the most efficient communication activities and artifacts for targeted information to unsupportive stakeholders. This assessment may followInterpersonal and team skills - Cultural awareness
Cultural awareness is an understanding of the differences between individuals, groups, and organizations and adapting the project's communication strategy in the context of these differences. This awareness and any consequent actions minimize misunderstandings and miscommunication that may result from cultural differences within the project's stakeholder community. Cultural awareness and cultural sensitivity help the project manager to plan communications based on the cultural differences and requirements of stakeholders and team members.Decision making techniques are ways of coming to a decision. How a decision can be reached.
Decision making - Prioritization/ranking
Decision-making techniques that can be used for this process include but are not limited to prioritization/ranking. Stakeholder requirements need to be prioritized and ranked, as do the stakeholders themselves. Stakeholders with the most interest and the highest influence are often prioritized at the top of the list.Decision making - Autocratic decision making
In this decision-making technique, one individual takes the responsibility for making the decision for the entire group.Decision making - Voting
Voting is a decision-making technique and an assessment process having multiple alternatives with an expected outcome in the form of future actions. These techniques can be used to generate, classify, and prioritize product requirements. There are various methods of reaching a group decision, such as: Unanimity, Majority, Plurality, autocratic.Decision making - Multicriteria decision analysis
A technique that uses a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.| Inputs | Tools & Techniques | Outputs |
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Description
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1
Initiating
*Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. |
2
Planning
*Those processes required to establish the scope of the project, refine the objectives, and define the course of action rquired to attain the objectives that the project was undertaken to achieve. |
3
Executing
*Those processes performed to complete the work defined in the project management plan to satisfy the project specifications. |
4
Monitoring & Controlling
*Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. |
5
Closing
*Those processes performed to finalize all activiities across all Process Groups to formally close a project or phase. |
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Integration
*Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. |
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PMO/Performing Organization
Project Managers do not work in a vacuum of information. Direction for project initiation and the metrics of successful completion of a project are maintained and updated by the PMO or the performing organization. These records should be maintained on a Template that can be updated during the project. The performing organization has a body of knowledge that is maintained to pass on lessons learned. These items include but are not limited to the following:
(This process is for understanding and teaching, this is not a process on the PMBOK 6 process chart) PMO / Performing organization maintains and produces business documents, listings, registers and lessons learned. These template records are used by project mangers to understand the constraints and requirements for projects. Metrics are also provided to determine feasibility of a potential project or for a successful project.
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Develop Project Charter
The “Develop project charter”, should provide a link to the business strategic objectives. The project charter should define how the current project achieves the business strategic objectives. This document should basically establish a partnership between the performing organization and the project.
The project charter is an input to each of the “Plan management” and “Plan engagement” processes. Therefore there should be time spent in the development of the project charter to address each of the knowledge areas input requirements. You are a PM (Project Manager) in a large company which employs a PMO (Project Management Office). You are asked to prepare a document that will describe and communicate the scope and potential benefits of a certain project. You as the PM will utilize a template project charter document to prepare a project charter for the sponsor and stakeholders to review and approve to start the project.
Once approved the project charter will not be updated, it will be utilized as an input document for other processes to start and develop the Project Management Plan, other subsidiary project plans and other important project documents.
*The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. |
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Develop Project Management Plan
The “Project Management Plan” contains all the plans and baselines literally. This feature of the project management plan means that all the requirements for execution, monitoring and controlling and closing are spelled out in detail in this Record or File. The project management plan is not a project document by definition, Project Records and anything that is not called a plan or baseline. The Project Management Plan is Progressively Elaborated or iteratively developed during the project. The term to use is “Progressively Elaborated”. There are nineteen (19) outputs of “Project Management Plan Updates”, the use of this output is to update any of the plans or baselines with more definitive information. Project Management Plan Updates is not used for project Changes. All changes use the output, “Change Request”. Change Requests are then processed through “Perform Integrated Change Control” process. The Project Management Plan is a voluminous file. Examples on the internet are available and the size and scope is determined by the size and scope of the project itself. There are many companies that continue to develop the project charter and utilize the project charter as the project management plan. For smaller projects this may serve the needs of the organization. Any project of size and complexity would be served better by following all the processes in the PMP process chart.
*The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. |
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8
Close Project or Phase
The project manager must close all lose ends before he formally closes a project. The filing of the project files or documents should only be done when all these files have been properly reviewed and approved.
The deliverable should be delivered per the Project Management Plan, the details of the delivery should be spelled out. An easy hand-off, or a complex transition may be required. Success can be determined by this transition.
The key benefit of closing properly is to leave a trail of the project activities that can be followed by subsequent projects. Lessons learned is a valuable asset to the company. If a similar project occurs then these lessons learned will be critical to understanding the scope, schedule, cost, not to mention the other plans in all the knowledge areas. The project just completed the “Validate Scope” process. The customer was pleased with the results and is pushing for delivery. Upon reviewing the delivery requirements in the project management plan it is noted that a two week testing period before delivery is required, to verify all the features of the deliverable are working.
The project manager will follow the plan as required. The customer will be advised and if any change is required it will be discussed and a change request will be completed and sent through “Perform Integrated Change Control”.
The change can be output in several processes. This is one of the most important processes of a project. Why? In this process we leave a trail of breadcrumbs to the whole project. These closed file documents are the asset of the performing organization. These files are the only remnants of the project. They have incredible value.
Never treat this process lightly.
*The process of finalizing all activities across all of the Project Management Process Groups to formally complete a project or phase. |
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2
Scope
*Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. |
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3
Schedule
*Project time Management includes the processes required to manage the timely completion of the project. |
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Control Schedule
*The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. |
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4
Cost
*Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget. |
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Knowledge Area