Common ITTO’s

Don’t Memorize Them

 PROCESS GROUPS & KNOWLEDGE AREAS
Project Management Process Groups
Knowledge
Areas Monitoring &
Initiating Planning Executing Controlling Closing
Project Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Integration Manage Project Knowledge Perform Integrated Change Control
Management
Plan Scope Management Validate Scope
Project
Collect Requirements Control Scope
Scope
Define Scope
Management
Create WBS
Plan Schedule Management Control Schedule
Project Define Activities
Schedule Sequence Activities
Management Estimate Activity Durations
Develop Schedule
Project Plan Cost Management Control Costs
Cost Estimate Costs
Management Determine Budget
Project Plan Quality Management Manage Quality Control Quality
Quality
Management
Project Plan Resource Management Acquire Resources Control Resources
Resource Estimate Activity Resources Develop Team
Management Manage Team
Project Plan Communications Management Manage Communications Monitor Communications
Communications
Management
Plan Risk Management Implement Risk Responses Monitor Risks
Project Identify Risks
Risk Perform Qualitative Risk Analysis
Management Perform Quantitative Risk Analysis
Plan Risk Responses
Project Plan Procurement Management Conduct Procurements Control Procurements
Procurement
Management
Project 13.1 Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
Stakeholder
Management
Inputs, Tools, Techniques, and Outputs (ITTO)
 660+ Inputs, Tools, Techniques, and Outputs across
the 49 process
 Many process has the same ITTO’s
 Don’t memorize ITTO’s
 Understand them and why there are their
Common Inputs
 Common Inputs
 Project Management Plan
 Enterprise Environmental Factors, (EEF)
 Organization Process Assets, (OPA)
 Project Documents
Enterprise Environmental Factors (EEF)
 Things that impact the project but are not part of the project
itself
 Influence the organization, the project, and its outcome
 It is essential to consider these internal and external factors while
planning the project to determine their influence
 Can enhance or constrain project management options and may
have negative or positive influences on the outcomes
Enterprise Environmental Factors (EEF)
Company’s Organizational Structure and Governance

Organizational Culture
Organization’s and Stakeholders’ Appetite for Risk
Organization’s Established Communication Channels
Information Technology Software
Internal
Geographic Distribution of Facility and Resources

Infrastructure

Resource Availability

Employee Capability

Political Climate
Government or Industry Standards
External Commercial Databases
Legal Restrictions
Financial Considerations
Organization Process Assets (OPA)
 Organizations have assets such as information, policies, procedures, documents, or
knowledge bases which are called Organizational Process Assets (OPA) to help them
in achieving their objectives
 Kept in some central repository so that they can be used whenever required
 These elements affect several aspects of the project
 Project team members update and add to the Organizational Process Assets
throughout the project
 Examples:
 Project templates
 Software tool
 Historical information
 Project closure guidelines
 Risk control procedures
 Change control procedures
 Issue and defect management procedures
Project Documents
 Any documents that are related to the project
 Project documents are additional documents that are created and
used throughout the 49 processes that are not part of the
project management plan
 “include but are not limited to.”
Project Documents
Project Document Knowledge Area Where Created
1. Activity attributes Schedule Management
2. Activity list Schedule Management
3. Assumption log Integration Management
4. Basis of estimates Cost Management
5. Change log Integration Management
6. Cost estimates Cost Management
7. Cost forecasts Cost Management
8. Duration estimates Schedule Management
9. Issue log Integration Management
10. Lessons learned register Integration Management
11. Milestone list Schedule Management
12. Physical resource assignments Resource Management
13. Project calendars Schedule Management
14. Project communications Communications Management
15. Project schedule Schedule Management
16. Project schedule network diagram Schedule Management
17. Project scope statement Scope Management
18. Project team assignments Resource Management
19. Quality control measurements Quality Management
20. Quality metrics Quality Management
21. Quality report Quality Management
22. Requirements documentation Scope Management
23. Requirements traceability matrix Scope Management
24. Resource breakdown structure Resource Management
25. Resource calendars Resource Management
26. Resource requirements Resource Management
27. Risk register Risk Management
28. Risk report Risk Management
29. Schedule data Schedule Management
30. Schedule forecasts Schedule Management
31. Stakeholder register Stakeholder Management
32. Team charter Resource Management
33. Test and evaluation documents Quality Management
Project Management Plan
 Defines how the project is executed, monitored and controlled,
and closed
 18 components, 14 plans and 4 baselines
 “include but are not limited to.”
Project Management Plan
Project Plan Process Where Made
Scope Management Plan Plan Scope Management
Requirement Management Plan Plan Scope Management
Schedule Management Plan Plan Schedule Management
Cost Management Plan Plan Cost Management
Quality Management Plan Plan Quality Management
Resource Management Plan Plan Resource Management
Communication Management Plan Plan Communications Management
Risk Management Plan Plan Risk Management
Procurement Management Plan Plan Procurement Management
Stakeholder Management Plan Plan Stakeholder Management
Change Management Plan Develop Project Management Plan
Configuration Management Plan Develop Project Management Plan
Scope Baseline Create WBS
Schedule Baseline Develop Schedule
Cost Baseline Determine Budget
Performance Measurement Baseline Develop Project Management Plan
Project Life Cycle Description Develop Project Management Plan
Development Approach Develop Project Management Plan
Expert Judgement
 One of the most common tools in the planning process
 Includes hiring an expert or subject matter expert (SME) to help
you to plan a process or conduct a process
 People with specialized knowledge or training in a particular
process, industry, or technology
Data Gathering, Data Analysis, Data Representation, Decision Making

Data Data Decision

Data Analysis
Gathering Representation Making
Data Gathering
 Gather data about a particular process that you’re working on
 On certain processes, you will need to gather additional data before coming up with
an output for that process
 Methods:
 Brainstorming: Brainstorming is when you bring together a group of stakeholders to get ideas and
analyze them. Brainstorming sessions are generally facilitated by the project manager.
 Interviews: Any time you want to gather data from a particular stakeholders, one of the best
methods is to just interview them. Ask them a series of questions and talk with them about their
thoughts and views.
 Focus groups: A focus group is when you bring together subject matter experts to understand their
perspectives and how they would go about solving problems.
 Checklist: A checklist is generally created by the organization and then given to potential
stakeholders on a project for them to identify items they may want on a project, things they may
not want on the project, and some success criteria they may have for the project.
 Questionnaires and surveys: Questionnaires and surveys can be given to stakeholders to better
understand what they may be looking for on a project and to better understand their needs.
Data Analysis
 To analyze the data that has been gathered
 Methods:
 Alternative analysis: Alternative analysis involves
looking at different options or ways to accomplish
something.
 Root cause analysis (RCA): A root cause analysis is
used to identify the main underlining reason for
particular event.
 Variance analysis: Variance analysis is used quite often
to find the exact differences between different things.
 Trend analysis: Trend analysis involves looking at data
over a period of time to see if a particular trend is
forming.
Data Representation
 Illustrate different ways that a data could be shown to stakeholders
 Methods generally include the use of charts, matrixes, and
different types of diagrams
 Examples:
 Flowcharts
 Fishbone diagrams
 Histograms
Decision Making
 Have to make a decision on what to do with that data
 Methods:
 Voting: Voting is used by a group to determine whether to proceed,
change, or reject something. Voting can be: majority wins, unanimity,
where everyone agrees; or plurality, where a majority is not obtained but
that decision is chosen.
 Multicriteria decision analysis: This is when you make a table (matrix)
that lists different types of criteria, and then evaluate an idea based on
those criteria.
 Autocratic decision making: This is when one person makes a decision
for the entire team.
Interpersonal and Team Skills
 All project managers need to have good interpersonal and team skills
in order to manage the different stakeholders that will be on the
project
 most important tool in real-life project management
 Methods:
 Active listening: Active listening is understanding, acknowledging, and
clarifying what others are saying to you.
 Conflict management: Anytime you bring a team together, bound to have
conflicts on that team.
 Facilitation: Facilitation is the art of managing a group. This can include
bringing the group together, generating ideas, solving problems, and dissipating
the team.
 Meeting management: Meeting management generally includes having an
agenda, inviting the right stakeholders, setting a time limit, and following up
with meeting minutes and action items.
Meetings
 Meetings can be done face-to-face or virtually.
 Have an agenda and distribute it to all attendees before the
meeting.
 Meetings must be timed, including having set start and finish
times for topics and the entire meeting.
 Make sure that the meeting always stays on topic and does
not go off topic.
 Ensure that all attendees have input to the topics.
 Distribute detailed meeting minutes once the meeting is
complete.
Project Management Information System (PMIS)
 Automated system that is used to help the project
manager optimize the schedule or keep track of all the
documents and the deliverables
 Usually the computer system that a given organization
uses to manage its projects
 It should include all the software and hardware tools
that we need to manage the project from start to finish
 Includes the work authorization system and the
configuration management system
Change Request
 Proposal to change a document, deliverable, or baseline
 Can include a request to add or remove work from the
scope, finish the project faster, or complete the project more
cheaply
 Implements
 Corrective action: is something that’s taken to ensure that the project
gets back on track.
 Preventive action: is something you put in place to ensure the project
stays on track.
 Defect repair is done to fix a broken component on a project, such as
if network switch memory fails on a network upgrade project.
Work Performance Data, Information, Report

Work performance Work performance

Work performance data
information report

Executing Monitoring and controlling Monitoring and controlling

Work Performance Data
 Work performance data is simply raw data
 It is the status of the work that was done but does not have any
analysis applied to it.
 It is not useful by itself.
 Usually outputs of executing processes
Work Performance Information
 Information of the work that was performed compared to the plan
 It gives you actual status about the deliverables
 Work performance information is usually the output of most
monitoring and controlling processes
Work Performance Report
 overall status report of the actual project
 It takes all the work performance information and puts it together
into one comprehensive document
 You take the work performance data and compare it against the
plan to come up with the work performance information. Then you
take all the work performance information and create the work
performance reports. In short, data feeds info and all the info creates
reports.
Updates (Project Management Plan, Project documents, EEF, OPA)

 Updates is a catchall term

 Updates can include project documents, the project management
plan, OPA and EEF updates
 Expect to see this output many times throughout the book