INTEGRATION

The project management plan​ is the document 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.

Configuration management plan​ describes how the ​information about the

items of the project​ (and which items) will be ​recorded and updated​ so
that the product, service, or result of the project remains consistent and/or
operative. It does ​track changes​ to the configuration items to keep docs
and information about the items up to date.

Configuration control​ is focused on the ​specification​ of both the

deliverables and the processes.

Performance measurement baseline​ an integrated ​scope-schedule-cost

plan for the project work against which project execution is compared to
measure and manage performance.

Project life cycle​ describes the series of phases that a project passes
through from its initiation to its closure.

Development approach​ describes the product, service, or result

development approach, such as ​predictive, iterative, agile, or a hybrid
model.

Management reviews​ identifies the points in the project when the ​project
manager and relevant stakeholders​ will review the ​project progress​ to
determine if performance is as expected, or if preventive or corrective
actions are necessary.
The change log​ is used to document changes that occur during a project.
The change log contains all related information and the status
(disposition) of all change requests including their merits.

The change management plan​ provides the direction for ​managing the
change control process​ and documents the r​ oles and responsibilities
of the change control board (CCB). Describes how the ​change requests
throughout the project will be ​formally authorized​ and incorporated.

Change control​ is focused on ​track the changes​ , ​including identifying,

documenting, and approving or rejecting changes to the project documents,
deliverables, or baselines.

Assumption log​ high level 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​. The assumption
log is used to record all assumptions and constraints ​throughout the
project life cycle​.

Business case​ the business case documents the business need and the
cost benefit analysis that justify the project. The business case lists the
objectives​ and reasons for project initiation. ​Business case analysis
criteria are : ​Required, desired, optional​. Identification of options to be
considered for addressing the business problem or opportunity are :

- Do nothing​. This is “​business as usual​” option meaning option results

in the ​project not being authorized​.
- Do the minimum work possible to address the problem or
opportunity​. The minimum may be established by identifying the set of
documented criteria that are key in addressing the problem or opportunity.
- Do more than the minimum work possible to address the problem or
opportunity.​ This option meets the minimum set of criteria and some or all
of the other documented criteria.
Benefits management plan​ the benefits management plan outlines the
target benefits of the project such as :
Target benefits​ (e.g., the expected ​tangible and intangible value​ to be
gained by the implementation of the project; financial value is expressed as
net present value);
Strategic alignment​ (e.g., how well the project benefits align to the
business strategies of the organization);
Timeframe for realizing benefits​ (e.g., benefits by phase, short-term,
long-term, and ongoing);
​Benefits owne​r (e.g., the accountable person to monitor, record, and
report realized benefits throughout the timeframe established in the plan);
Metrics (e.g., the measures to be used to show benefits realized, direct
measures, and indirect measures);
Assumptions (e.g., factors expected to be in place or to be in evidence);
and
Risks​ (e.g., risks for realization of benefits).

Issue log​ the issue log is a project document where all the ​issues that
happen during project​ are recorded and tracked, including Issue type,
who raised the issue and when, description, priority, who is assigned to the
issue, target resolution date, status, and final solution. Even if the issue is
listed in this log, this ​doesn't guarantee​ that it will be resolved or won’t
happen again.

The lessons learned register​ can include the category and description of
the ​situation, the impact, recommendations, and proposed actions
associated with the situation. The lessons learned register may record
challenges, problems, realized risks and opportunities​, or other content
as appropriate. The lessons learned register is created as an output of
Direct Project knowledge. Thereafter it is used as an input and updated as
an output in many processes throughout the project. ​At the end of a
project or phase​, the information is ​transferred​ to an organizational
process asset called a ​lessons learned repository. ​Final lessons learned
register is done during closing phase.

A milestone​ is a ​significant point​ or event in a project. A milestone list

identifies all project milestones and indicates whether the milestone is
mandatory, such as those required by contract, or optional, such as those
based on historical information. ​Milestones have zero duration​ because
they represent a significant point or event.

Knowledge management tools​ help to ​connect people​ so they can work

together to create new knowledge, including :
Networking, including informal social interaction and online networking.
Communities of practice (sometimes called ​communities of interest​ or
just communities) and special interest groups;
Meetings, including virtual meetings where participants can interact using
communications technology;
Work shadowing and reverse shadowing;
Discussion forums such as focus groups;
Knowledge-sharing events such as seminars and conferences;
Workshops, including problem-solving sessions and learning reviews
designed to identify lessons learned;
Storytelling;
Creativity and ideas management techniques;
Knowledge fairs and cafés; and
Training that involves interaction between learners.

Information management tools and techniques ​are used to ​connect

people to information​. They are effective for sharing simple,
unambiguous, such as :
Methods for codifying explicit knowledge; for example, for producing
lessons to be learned entries for the lessons
learned register;
Lessons learned register;
Library services;
Information gathering, for example, web searches and reading published
articles; and Project management information system ​(PMIS)​.

Alternatives analysis ​ is used to select the corrective actions or a

combination of corrective and preventive actions to implement when a
deviation occurs. ​(Basically, review multiple options to choose from).

Multicriteria decision analysis​ (e.g., ​prioritization matrix​) can be used to

identify the key issues and suitable alternatives​ to be prioritized as a
set of decisions for implementation. Criteria are prioritized and weighted
before being applied to all available alternatives to obtain a mathematical
score for each alternative. The alternatives are then ranked by score. As
used in this process, ​it can help prioritize quality metrics.

Document analysis​ consists of reviewing and assessing any relevant

documented information such as project documents and plans and
compare them to similar previous projects.

Regression analysis​ this technique analyzes the interrelationships

between different ​project variables​ that contributed to the project
outcomes ​to improve performance on future projects, such as factors
leading to success of project or failure. It is done during the close
project process.

Benefit owner​ is someone assigned to monitor, record and track realized

benefits throughout the project.

The final report​ provides a ​summary of the project performance on all

areas​ such as , risk, performance, scope, schedule etc. It is done during
project close process.
Kick off meeting​ in predictive approach is done at the end of planning. In
multi phases project, it happens at the beginning of each phase. In projects
where the team is small and the same team members doing all the project
work (initiate, plan, execute, etc) the kick off meeting happens right after
initiation is completed.

Phase gate​ also known as ​kill point​, is a review done by the project
manager and the ​relevant stakeholders​ at the end of a phase in which a
decision is made to continue to the next phase, to continue with
modification, or to end a program or project. During this review the project
performance and progress is reviewed against the business documents
such as business case.

Agile​ at a high level, Agile teams tend to be a lot more focused on

continuous improvement and will review performance more regularly. Agile
team retrospectives at the end of each of each iteration and can focus on
the team’s working practices – how they work together, celebrating a job
well done, bettering the relationships in the team, and often a more
traditional approach focuses on the project tasks and deliverables and not
how the team performed together. Agile teams will also have ​release or
sprint retrospectives​ where the focus is on the product or service covered
in that release. The team is responsible for planning the work to be
accomplished by each iteration ​NOT the PM​, the pm is just a facilitator and
overlook the work. The team is accountable for meeting the deadline
because they are self-organizing.​ In the meeting at the beginning of
each iteration, reviewing and approving detailed scope of the iteration
takes place. Agile doesn't use CCB or change management plan.
Changes are approved by the product owner.

Law of diminishing returns​ states that sometimes, adding more resources

doesn’t produce proportional increase in productivity.
1 programmer produces 1 module per day
2 programmers produce 1.75 module per day
3 programmers produce 2.49 module a day​.

Handling changes steps

Try to prevent the root cause of the change by making sure during planning
that the ​scope​ is complete, all ​stakeholders needs​ are identified and all
risks​ are identified.
Identify the need for change and who is asking for it and the work around (
options to deal with the effects of the change request) .
Create a change request.
Evaluate if the change related to the scope, check the impact on all project
aspect areas and constraints.
Perform ICCP.
- Get the CCB to approve, defer or refuse the change.
- Get the customer or sponsor buy in if required in the change
management plan.
- Update the change log and any other baseline documents (scope,
schedule, cost) if change approved or rejected , the disposition of all
change requests are recorded in the change log as a project document
update.
- Inform the stakeholder(s) who requested the change request with
the result of the change request (approved, rejected, deferred).
- Approved change requests will be implemented through the Direct
and Manage Project Process and ​monitor the results.
- Adjust the project plan, baseline and documents as necessary.

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SCOPE
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.

Requirements management plan ​how the requirements will be managed,

documented and analyzed including how to process requirements,
address missed requirements, ​configuration management​, prioritize
requirements, metrics (and rationale) for defining the product, define the
traceability structure (in RTM), authorization level for approving new
requirements .​The requirement management plan is the primary means
to understand and manage stakeholder expectations.

Product scope​ the features and functions that ​characterize a product​,

service, or result. The term “project scope” is sometimes viewed as
including product scope.

Project scope​ the work performed to deliver a product, service, or result

with the specified features and functions.

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,
product ​scope description, acceptance criteria, deliverables, project
exclusions.

Requirements documentation​ describes how ​individual requirements

meet the ​business need​ for the project. The requirements in this
document may address many categories such as business, stakeholders,
solutions, project, quality, transitions and readiness.
The requirements traceability matrix​ is a grid that links product
requirements from their origin to the deliverables that satisfy them and
shows who requested this requirement.

Product analysis​ used to define products and services. It includes ​asking

questions and carry discussions about a product​. The techniques are:
Product breakdown,
Requirements analysis,
Systems analysis,
Systems engineering,
Value analysis, and
Value engineering.

The scope baseline​ is the approved version of a ​scope statement, WBS,

work packages, planning packages and WBS dictionary​, which can be
changed only through formal change control procedures and is used as a
basis for comparison.

Accepted deliverables​ they are ​verified deliverable​ that have been

checked during control quality process and meet the acceptance criteria
are formally signed off and ​approved by the customer​ or sponsor.

A planning package​ is a work breakdown structure component below the

control account and above the work package with ​known work content
but ​without detailed​ schedule activities.

Focus groups​ bring together ​prequalified stakeholders and subject

matter experts​ to learn about their expectations and attitudes about a
proposed product, service, or result. ​A trained moderator​ guides the
group through an interactive discussion designed to be more
conversational than a one-on-one interview.
Benchmarking​ involves ​comparing actua​l or planned products, processes,
and practices ​to those of comparable organizations​ to identify best
practices.

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.

Nominal group​ ​Interpersonal skill​ , the nominal group technique

enhances ​brainstorming with a voting process​ used to rank the most
useful ideas for further brainstorming or for prioritization.

Time-boxing​ helps to ​minimize scope creep​ as it forces the teams to

process ​essential features first​, then other features when time permits. It
is an ​Agile approach​ usually done during standup meetings with the team.

Joint application design/development (JAD)​ JAD sessions are used in the

software development​ industry. These facilitated sessions focus on
bringing business ​subject matter experts and the development team
together​ to ​gather​ requirements and ​improve​ the software development
process.

Quality function deployment (QFD​) In the manufacturing industry, QFD is

another facilitation technique that​ helps determine critical
characteristics​ for new product development. ​QFD starts by collecting
customer needs, also known as the voice of the customer (VOC​)​.
These needs are then objectively sorted and ​prioritized,​ and goals are set
for achieving them.

User stories​ which are short, textual ​descriptions of required

functionality,​ are often developed ​during a requirements workshop​.
User stories describe the stakeholder role, who benefits from the feature
(​role)​, what the stakeholder needs to accomplish (​goal)​, and the benefit to
the stakeholder ​(motivation).

Storyboarding​ is a prototyping technique showing sequence or navigation

through a series of​ images or illustrations.

The 100 percent rule​ total of the work at the lowest levels should roll up to
the higher levels so that nothing is left out and no extra work is performed.

The context diagram​ is an example of a scope model visually depict the

product scope​ by showing a business system and how users may interact
with it.

Sprint review meeting​ ​retrospective​ is a meeting to ​review lessons

learned​ from iteration.

Project retrospective​ is a meeting at the end of the project to review

knowledge gained from the project to improve future projects.

Iteration retrospective​ is a meeting can be held at ​any time​ during the

project life time. A regularly occurring workshop in which participants
explore their work and results in order to improve both process and
product.

Affinity diagram ​is a tool that gathers large amounts of data (ideas,
opinions, issues) and organizes them into groupings based on their natural
relationships.

Rolling wave planning ​progressive elaboration​ = enough details to start

the planning work then more details become available as work progresses.
When​ decomposition may not be possible​ for a deliverable or
subcomponent that will be accomplished far into the future,the project team
usually waits until the deliverable or subcomponent is agreed on, so the
details of the WBS can be developed.
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Schedule

Iterative scheduling with a backlog​ this is a form of ​rolling wave​ planning

based on ​adaptive​ life cycles, such as the ​agile​ approach for product
development. This approach is often used to deliver​ incremental value​ to
the customer or when ​multiple teams​ can concurrently develop a ​large
number of features​ that have few interconnected dependencies. The
benefit of this approach is that it ​welcomes changes throughout the
development life cycle.

Agile release planning​ provides a high-level summary timeline of the

release schedule (​typically 3 to 6 months​) based on the ​product
roadmap​ and the product vision for the product’s evolution. Agile release
planning also determines the ​number of iterations or sprints​ in the
release, and allows the product owner and team to decide how much
needs to be developed and how long it will take to have a releasable
product based on business goals, dependencies, impediments.
Release 1 > Release plan > Iteration 1 > Iteration plan > Feature 1
based on user story > Task 1 and its duration.

On-demand scheduling​ this approach, typically used in a ​Kanban​ system.

It is based on the theory of constraints and ​pull-based scheduling
concepts from lean manufacturing to limit a team’s work in progress
in order to balance demand against the team’s delivery throughput.

The schedule management plan​ establishes the criteria and the activities
for developing, monitoring, and controlling the schedule.
Mandatory dependencies​ are those that are ​legally or contractually
required​ or inherent in the nature of the work. Sometimes referred to as
hard logic​ or hard dependencies. Technical dependencies may not be
mandatory.

Discretionary dependencies​ are sometimes referred to as ​preferred logic,

preferential logic, or soft logic.​ Discretionary dependencies are
established based on knowledge of best practices within a particular
application area.

External dependencies​ involve a relationship between project activities and

non project activities.

Internal dependencies​ involve a precedence relationship between project

activities and are generally inside the project team’s control.

The activity list​ includes the schedule activities required on the project. For
projects that use rolling wave planning or agile techniques, the activity list
will be updated periodically as the project progresses. ​The activity list
includes an activity identifier and a scope of work description for each
activity in ​sufficient detail​ to ensure that project team members
understand what work is required to be completed.

Reserve analysis​ is used to determine the amount of contingency and

management reserve needed for the project. ​Estimate Activity Duration
may include ​contingency reserves​, sometimes referred to as ​schedule
reserves​, to account for schedule uncertainty.

Schedule network analysis​ what technique was used to generate the

project schedule (Gant chart, bar chart, milestone)​ models.

The project schedule​ ​ Mainly a Gantt chart​ presents linked​ activities

with planned dates, durations, milestones along with the resource
type​. The schedule can be in three types ( bar chart, milestone, project
schedule network diagram). It can be updated, ​changed without a change
request​ as long as it ​doesn’t affect the schedule baseline​.

Project schedule network diagram​ A type of project schedule. It is a

graphical​ representation of the ​logical relationships​ (dependencies),
among the project schedule activities. It can be produced manually or by
using project management software. It can include full project details, or
have one or more summary activities.

What-if scenario analysis​ can be used to assess the feasibility of the

project schedule under ​different conditions,​ and in preparing schedule
reserves and ​response plans​ to address the impact of unexpected
situations.

A project calendar​ identifies ​working days​ and shifts that are available for
scheduled activities.

The schedule data​ is the collection of information for creating, describing

and controlling the schedule includes, the schedule milestones, schedule
activities, activity attributes, and documentation of all identified
assumptions and constraints, resource histograms, cash-flow projections,
order and delivery schedules.

Iteration burndown chart​ tracks the ​work that remains​ to be completed in

the iteration backlog.

Performance review​ measure, compare, and analyze schedule

performance against the schedule baseline such as actual start and finish
dates, ​percent complete, and remaining duration​ for work in progress.

Activity standard deviation range​ all possible range of estimate = ​P-O/6 .

The greater the range the greater the risk.
Total float​ amount of time an activity can be delayed without delaying the
project end date or any milestones.

​ ree float​ amount of time an activity can be delayed without affecting the
F
start of the successor activity. Calculation for FF is :
Early start of the successor activity minus early start of the intended
activity minus the intended activity duration

Resource leveling = resource limited schedule​ A technique that involves

amending the project schedule to keep resource use below a set limit,
based on resource constraints with the goal of balancing the demand for
resources. It is used when it is important to impose limits on resource use.
Resource leveling can affect a project’s critical path.

Kaizen events​ aims to achieve improvement of the system.

Kanban Board​ visualization tool that enables ​improvements to the flow

of work by making bottlenecks and work quantities visible. It helps ​to limit
and track the work​ by showing work in progress. ​Using pull system
enables work optimization of workflow.

Parkinson’s Law​ where work expands to fill the time available for its
completion (in other words, if you finish work early bring more from work
from the next stage and use your time to work).

The WBS dictionary​ is a document that provides detailed deliverable,

activity, and scheduling information about each component in the WBS.
The WBS dictionary is a document that supports the WBS.

=======================================================================
Cost

The cost management plan​ describes how the project costs will be
planned, structured, and controlled. It includes ​variances and thresholds
estimates.

Bottom-up estimating​ is a method of estimating a component of work. The

cost of individual work packages or activities is estimated to the greatest
level of specified details. The detailed cost is then summarized or “rolled
up” to higher levels for subsequent reporting and tracking purposes.

Cost estimates​ include quantitative assessments of the ​costs required to

complete project work​, as well as​ contingency​ reserves to account for
identified risks, and ​management​ reserve to cover unplanned work and
unidentified risks.

Basis of estimate​ the amount and type of additional details supporting the
cost estimate vary by application area including ​direct and indirect costs
and the level of confidence in these estimates.

Cost baseline​ the approved version of cost ​not​ including ​management

reserves.

Project funding requirements ​ total funding and periodic funding

requirements (e.g., quarterly, annually) are derived from the cost baseline.
This is an estimate ​not a document​.

Value analysis​ also known as ​value engineering​ = finding the ​lowest

cost method​ to do the work ​without affecting the scope.

Variance analysis​ are CV, SV, CPI, SPI, ETC…

Cost forecast​ either a calculated​ EAC​ value or a ​new EAC

Historical information review​ is performing ​parametric analysis​ by

comparing the current project with previous ones using current project
provided numbers.

Funding limits reconciliation​ is keeping the project expenses within the

project determined budget.

Earned value analysis (EVA)​ compares the performance measurement

baseline to the actual schedule and cost performance.

Estimate ranges
- Rough Order of Magnitude = ​ROM​ takes place very early in a project's
life cycle — during the project selection and approval period and prior to
project initiation in most cases. -25 to + 75.
- Budget estimate = the cost of work, activities and all related work. The
range is -10 to +25.
- Definitive estimate = more realistic estimate during project late life
cycle.The range is -10 to +10.

Cost of Quality (COQ)​ are preventative, appraisals , failure.

Representation of uncertainty ​ is an input used for Monte Carlo analysis,

used when particular risks or other sources of uncertainty are not clear or
unknown when the pm wants to run the simulation.

https://pmstudycircle.com/2012/05/to-complete-performance-index-tcpi-in-project-cost-manage
ment/
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Quality

Quality management plan​ describes how ​policies, procedures​, and

guidelines will be implemented​ to achieve the quality objectives.​ It
describes the ​activities and resources​ necessary for the project
management team to achieve the quality objectives set for the project.

A quality metric​ specifically describes a ​project or product attribute​ and

how the control quality process will verify compliance to it. Some examples
of quality metrics include percentage of tasks completed on time, cost
performance measured by CPI, failure rate, number of defects identified
per day, total downtime per month, errors found per line of code, customer
satisfaction scores, and percentage of requirements covered by the test
plan as a measure of test coverage.

Manage Quality​ is ​quality assurance​, the process of translating the quality

management plan into ​executable quality activities that incorporate the
organization’s quality policies​ into the project.

The quality reports​ can be ​graphical, numerical, or qualitative.​ The

information​ provided can be used by other processes and departments to
take ​corrective actions​ in order to achieve the project quality
expectations. The information presented in the quality reports may include,
issues escalated​ by the team; ​recommendations​ for process, project,
and product improvements; corrective actions recommendations (including
rework, defect/bugs repair, 100% inspection, and more); and the summary
of findings from the Control Quality process.

Test and evaluation documents​ are used to ​evaluate the achievement of

quality​ objectives. These documents may include dedicated ​checklists
and detailed ​requirements traceability matrices​ as part of the document.
Attribute sampling​ the result either ​conforms or does not​ conform.

Variable sampling​ the result is rated on a continuous scale that measures

the ​degree of conformity​.

Statistical sampling ​ involves choosing ​part of a population of interest for

inspection​ (for example, selecting 10 engineering drawings at random
from a list of 75).

Benchmarking​ involves ​comparing actual or planned​ project practices or

the project’s quality standards to those of comparable projects to identify
best practices.

Quality marginal analysis ​ quality vs cost​, too much attention to improve

quality may not produce a higher value.

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​.

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 to identify the ​key quality metrics​ that are ​important
for the success​ of the project.

Process analysis​ identifies ​opportunities for process improvements​.

This analysis also examines problems, constraints. It checks process not
requirements.

An audit​ is ​done during manage quality process​ used to determine ​if

project activities comply with organizational and project policies​,
processes, and procedures. A ​quality audit​ is usually conducted by a
team external to the project​, such as the organization’s internal audit
department, PMO, or by an auditor external to the organization. ​It is NOT
conducted by team members.

Design for X (DfX)​ is a set of technical guidelines that may be applied

during the design of a product for the optimization of a ​specific aspect of
the design.

A checklist​ used to verify that a set of required steps has been performed
or to check if a list of requirements has been satisfied.

The cost of quality (COQ)​ are ​3​ types preventative, appraisals(related to

evaluating, measuring, auditing the quality) and failure costs.

Problem solving steps

Defining the problem,
Identifying the root-cause,
Generating possible solutions,
Choosing the best solution,
Implementing the solution, and
Verifying solution effectiveness.

Check sheets​ are also known as ​tally sheets​ are used for collecting ​useful
data about a potential quality problem​. They are especially useful for
gathering attribute data while performing inspections to identify defects; for
example, data about the frequencies or consequences of defects collected.

Control charts​ are also known as ​sigma ​standard deviation = a method to

achieve organizational correctness with extremely ​reduced variances​. The
higher the sigma the lower variances. The level of quality usually required
is 3 or 6 sigmas. They can also be used to present​ project performance,
cost and schedule variances.
Quality improvements methods​ Plan-do-check-act ​PDCA (Deming) and
six sigma​ are two of the most common quality improvement tools used to
analyze and evaluate opportunities for improvement.

Six Sigma​ a technique to ​improve quality,​ has 5 phases: define, measure,

analyze , improve, control.

Flowcharts​ are also referred to as ​process maps​ because they display the
sequence of steps​ that lead to a defect, known as a ​SIPOC​ (suppliers,
inputs, process, outputs, and customers) model.

The quality control measurements​ document the results of control quality

activities and ​demonstrate compliance with the quality requirements​.
Quality control measurements are used to ​analyze and evaluate the
quality of the processes and deliverables​ of the project against the
standards of the performing organization or the requirements specified.

Affinity diagrams ​affinity diagrams can organize potential causes of defects

into groups showing areas that should be focused on the most.

Cause-and-effect diagrams​ are also known 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.

Histograms​ show a graphical representation of numerical data with ​three

categories. It can show the ​number of defects per deliverable, a
ranking of the cause of defects, the number of times each process is
noncompliant ( frequency, type, percentage of defects).

Scatter diagrams​ is a graph that shows the ​relationship between two

variables and can demonstrate a relationship between any element of a
process, environment, or activity on one axis and a quality defect on the
other axis.

TQM ​all organization members participate in the process of improving

process, culture, products and quality.
====================================================================

Resources

Resource requirements​ also known as ​resource requirements

documentation​ used to 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​.

The requirements traceability matrix​ is a grid that links product

requirements to the deliverables​ that satisfy them.

Text oriented format ​is a description of team member responsibilities in

details. This may include details of the task, authority of the team member,
qualifications, etc.

The physical resource assignments​ describe the expected ​physical

resource utilization​ along with details such as type, ​amount, location​,
and whether the resource is ​internal or outsourced. ​ Records the
material, equipment, supplies, locations, and other physical resources that
will be used during the project.

A resource calendar​ identifies the ​working days​, shifts, start and end of
normal business hours​, weekends, and public holidays when each
resource is available.
Project team resource management​ guidance on how ​project team
resources should be defined, staffed, ​managed,​ and eventually ​released​.

Project team assignments​ specify which ​team resources​ are ​assigned to

each activity​. Documentation of team assignments records the team
members and ​their roles and responsibilities​ for the project.
Documentation can include a project ​team directory and names​ inserted
into the project management plan, such as the project organization charts
and schedules. ​Whenever there is a change in the team (add or
remove, we update this doc first).

The resource breakdown structure​ is a hierarchical representation of

resources by​ category and type.

Develop Team​ the process of ​improving competencies, provide training

team member ​interaction​, and the overall team environment to enhance
project performance.

Manage Team​ the process of​ tracking​ team member ​performance​,

providing feedback, ​resolving issues​, and managing team changes to
optimize project performance.

Resource management methods ​ justin- time​ (JIT)​ manufacturing, ​Kaizen​,

total productive maintenance ​(TPM)​, theory of constraints ​(TOC).

Emotional intelligence (EI).​ The project manager should invest in personal

EI by ​improving​ inbound (e.g., ​self​-management and self-awareness) and
outbound (e.g.,​ relationship​ management) ​competencies​.

Influencing​ is gathering relevant and critical information to ​address

important issues​ and reach agreements while ​maintaining mutual trus​t.
Responsibility assignment matrix ​RAM​ shows the project ​resources
assigned​ to each work package, such as ​RACI​.

RACI chart​ is an ​example of RAM​, useful tool to use to ensure ​clear

assignment of roles and responsibilities​ when the team consists of
internal and external resources. It uses ​responsible, accountable,
consult, and inform​ statuses to define the involvement of stakeholders in
project activities.

The resource management plan​ provides guidance on how ​project

resource​s should be ​categorized, allocated, managed​, and released. It
determines how team members will be ​rewarded, trained, disciplined​ and
followed up with on their performance. ​Recognition/ punishment
(discipline) management plan is part of this plan.

Recognition plan ​part of the resource management plan​ which

recognition and​ rewards /punishment ​ will be given to team members,
and when they will be given.

Project organization charts ​ is a graphic display of project ​team members

and their ​reporting relationships.

The team charter​ is a document that establishes the team ​values,

agreements, and operating guidelines​ for the team. It includes (team
values, communication guidelines, decision-making criteria and process,
conflict resolution process, meeting guidelines and team agreements).
Establishes clear expectations regarding acceptable behavior by project
team members ​(Ground Rules). Team chart if it is part of configuration
management plan in the question, we need a change request to
update it, otherwise we can just update it when needed.
Tuckman ladder​ states that managing teams has 5 stages, forming,
storming, norming, performing and adjourning.

Individual and team assessment ​(PRD)​ tools give the project manager and
the project team insight into areas of ​strengths and weaknesses,​ help
project managers assess ​team members’ preferences, aspirations.

Team performance assessment​ is ​training the team​, building to

improvements in skills and competencies​. The project management
team can identify the specific training, ​coaching, mentoring​, assistance,
or changes required to ​improve the team’s performance.

Performance reviews ​ measure, compare, and analyze planned resource

utilization to actual resource utilization.

Pre assignment​ when physical or team resources for a project are

determined in advance​, they are considered pre-assigned.

Maslow hierarchy of needs​ states awarding people with different kinds of

emotional and physiological awards.

McClelland theory of needs​ states acquired needs theory = people are

motivated by ​3​ factors, ​affiliation, power and achievement​.

Herzberg's 2 factors​ states ​hygiene (​salary, status, security) and

motivation​ (self-actualization and recognition).

Organizational breakdown structure ​is arranged according to an

organization’s existing ​departments, units, or teams​, with the ​project
activities or work packages​ listed under each department. An operational
department, such as information technology or purchasing, can see all of
its project responsibilities by looking at its portion of the OBS.
========================================================================
Communications
Project communications​ ​reports on all aspects of the project​ such as
performance reports, deliverable status, schedule progress, cost incurred,
presentations, and other information required by stakeholders.

Project reporting​ is the ​act​ of collecting and d

​ istributing project
information.​ Project information is distributed to many groups of
stakeholders and should be adapted to provide information at an
appropriate level, format, and detail for each type of stakeholder.

Communication requirements analysis​ determines the​ information needs

of the project stakeholders. These requirements are defined by combining
the ​type​ and ​format​ of information needed.

Sample basic sender/receiver communication model​ This model is

concerned with ensuring that the message is ​delivered​, rather than
understood. ​Encode and decode.

Sample interactive communication model​ this model also describes

communication as a process consisting of two parties, the sender and
receiver, but recognizes the need to ensure that the message has been
understood.

Communication styles assessment​ used to assess communication styles

and identify the ​preferred communication method, format, and content
for planned communication activities.

Political awareness​ concerns the recognition of ​power relationships.

The stakeholder engagement assessment matrix ​ displays gaps between

current and desired engagement levels​ of individual stakeholders
engagement, it supports comparison between the current engagement
levels of stakeholders and the desired engagement levels required for
successful project delivery (​unaware, neutral, supportive, resistant,
leading​).

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.
Including ​Stakeholder communication requirements​; ​Escalation
processes​; methods or ​technologies​ used to convey the information,
such as memos, email, press releases, or social media; ​the person
responsible for communicating the information​. The use of a project
website and project management software can be included if these are to
be used in the project.

Communication competence​ 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​ are communication competence, ​feedback,

nonverbal (body language) and presentations​.

Feedback​ supports interactive communication between the project

manager, team and all other project stakeholders. Examples include
coaching, mentoring, and negotiating. It is done before closing
project process.

communication channels​ formula n (n-1)/2. The ​PM​ should be added as a

stakeholder.

Communication blockers​ what may c ​ ause to fail​ the message of

communications such as lack of ​cultural sensitivity​ and lack of purpose in
the communication. Also ​physical reasons​ such as noise and distance.
Multifaceted approaches​ can be added to the standard communication
strategy for project stakeholder communications embraces and selects
from all technologies and respects cultural, practical, and personal
preferences for language, media, content, and delivery. ​Mostly used for
multicultural, very diverse teams.

====================================================================

Risk
Risk workshop​ part of ​qualitative risk analysis,​ the project team may
conduct a specialized meeting dedicated to the discussion of identified
individual project risks. The goals of this meeting include the ​review of
previously identified risks​, assessment of probability and impacts (and
possibly other risk parameters),​ categorization, and prioritization.

A risk owner​ who will be responsible for ​planning an appropriate risk

response​ and for reporting progress on managing the risk, will be allocated
to each individual project risk as part of the perform ​qualitative risk
analysis process​.

Individual project risk​ is an ​uncertain​ event or condition that, if it occurs,

has a ​positive or negative​ effect on one or more project objectives.

Overall project risk​ is the effect of uncertainty on the ​project as a whole​,

arising from​ all sources​ of uncertainty.

Variability risks​ such as weather, market changes, etc, can be addressed

using ​Monte Carlo analysis.

Ambiguity risk​ is addressed through incremental development,

prototyping, or simulation​.
The risk management plan​ describes how risk management activities will
be structured and performed. Methodology, ​timing​, risk categories,
funding, risk strategies.

Probability and impact matrix​ descriptive grid with terms (such as very
high, high, medium, low, and very low) or numeric values can be used for
probability and impact. ​It is created after conducting probability and
impact assessments.

Risk probability assessment​ considers the ​likelihood​ that a specific risk

will occur.

​ ffect​ on one or more

Risk impact assessment​ considers the potential e
project objectives ​such as schedule, cost, quality, or performance.

Assumption and constraint analysis​ explores the validity of assumptions

and constraints to determine which ​pose a risk​ to the project.

Prompt Lists​ ​predetermined list​ of risk categories that might give ​rise to
individual​ project risks and that could also act as sources of ​overall
project risk​.

The risk register ​risk log​ captures details of identified ​individual project
risks​. The results of performing qualitative risk analysis, plan risk
responses, implement risk responses, and monitor risks are ​recorded​ in
the risk register as those processes are conducted throughout the project.
It includes short risk title, risk category, current risk status, list of identified
risks, potential risk owners, ​list of potential risk responses.

The risk report​ presents information on sources of ​overall project risk,

together with summary information on sources of overall project risk,
summary information on identified individual project risks.
Perform qualitative risk analysis​ is ​subjective (H, M , L)​. The ​key benefit
of this process is that it focuses efforts on high-priority risks.

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.

Propinquity​ ​(Risk importance )​ the degree to which a risk is perceived to

matter by one or more stakeholders. Where a risk is perceived as very
significant, propinquity is high.

Sensitivity analysis / tornado diagram​ helps to determine which ​individual

project risks​ or other sources of uncertainty have the ​most potential
impact​ on project outcomes.

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. 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​.

Monte Carlo analysis​ used to analyze​ cost, schedule, risk using

computer software. ​It provides possibilities and scenarios based on inputs
provided.

Technical performance analysis​ compares ​technical​ accomplishments

during project execution to the baseline​ of technical achievement of the
products of the project.

Residual Risks ​remains after​ the risk ​response strategy​ was

implemented, may be identified in the planning process (may subject to
contingency/fallback planning​) They don’t need any further analysis
because you have already planned the complete response strategy you
know in dealing with the risk that came before them.

Secondary Risks ​ risk arises when the risk response strategy was
implemented.

Risk audit​ done during​ monitor risk process​, requires frequent review of
risks and their categories. ​The focus is on the effectiveness of risk
management process.

Risk review​ A meeting for reviewing the ​effectiveness of risk responses

dealing​ with individual and overall project risks. ​The focus is on the risks
response themselves.

Risk appetite ​risk tolerance​ = acceptable level of risk that stakeholders are
OK with.
Risk threshold​ the point when risk becomes unacceptable.

Averse​ someone who doesn’t want to be impacted negatively by risk.

Project resilience​ The existence of emergent risk is becoming clear, with a

growing awareness of unkown-unkowns.

Urgency​ The period of time within which a response to the risk is to be

implemented in order to be effective. A short period indicates high urgency.

Proximity​ The period of time before the risk might have an impact on one or
more project objectives. A short period indicates high proximity.

Dormancy​ The period of time that may elapse after a risk has occurred
before its impact is discovered. A short period indicates low dormancy.
Individual risk ​(Threat)​ response strategies​ escalate, avoid (eliminate the
root cause), mitigate (reduce), transfer (share), accept.

Overall risk response strategies ​ avoid, exploit, mitigate (reduce), , transfer

(share), accept.

Individual risk ​(OPP)​ response strategies​ escalate, enhance, share,

exploit , accept.

Escalation​ is appropriate when the project team or the project sponsor

agrees that a ​threat or opp​ is outside the scope of the project or that the
proposed response would exceed the project manager’s authority.
Escalated risks are managed at the program level, portfolio level, or other
relevant part of the organization, and not on the project level.

Risk breakdown structure (RBS)​ which is a hierarchical representation of

potential sources of risk . An RBS helps the project team consider the​ full
range of sources from which individual project​ risks may arise. This
can be useful when identifying risks or when​ categorizing identified risks​.

The Delphi technique​ can be used to build consensus on project risks. The
Delphi method is a forecasting process framework based on the results of
multiple rounds of questionnaires sent to a panel of experts.

Risk triggers​ events or conditions that indicate that a risk is about to occur.

=====================================================================
Procurement

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.

Source selection analysis​ includes :

-Least cost, appropriate for procurements of a standard or routine nature
-Qualifications only for small procurements.
-Quality-based/highest technical proposal score first evaluated based on
the quality of the technical solution offered.
-Quality and cost-based quality should be a key element when compared
to cost.
-Sole source technical and financial specialty.
-Fixed budget requires disclosing the available budget to the invited sellers
in the RFP and selecting the highest-ranking technical proposal within the
budget.

Source selection criteria​ describes how b ​ idder proposals will be

evaluated​, including evaluation criteria and weights, the buyer seeks to
ensure that the proposal selected will offer the best quality for the services
required.

Procurement documentations​ bid documents (RFI, RFQ, RFP), SOW,

independent cost estimate, source selection criteria.

Bid documents are

- RFP RFT (request for tender) is used when there is a problem in the
project and the solution is not easy to determine.
- RFQ is used for more information is needed on how vendors would
satisfy the requirements and/or how much it will cost.
RFI is used when more information on the goods and services to be
acquired is needed from the sellers.

The selected sellers​ are those who have been ​chosen​ to be awarded the
agreements and contracts​. F ​ inal approval​ of complex, high-value,
high-risk procurements will generally require organizational senior
management approval prior to award the contracts.

Agreement ​ contract is a mutually binding agreement that obligates the

seller to provide the specified products, services. Agreements can be
amended or cancelled​ at any time prior to contract closure​ by mutual
consent.

Contested changes​ and potential constructive changes are those

requested changes where the buyer and seller ​cannot reach an
agreement​ on, they should be addressed by ​negotiations first​, then move
to ​ADR​ if can't agree on any solutions.

Claims administration ​ is known as ​alternative dispute resolution (ADR)

is the legal way to solve the procurement​ disputes.

An inspection​ is a structured ​review of the work​ being performed by the

contractor. Done during control procurements.

Audits​ are structured ​review of the procurement process. ​Done during

control procurements.

Letter of intent​ a letter stating the buyer is ​intending to hire the seller​ (so
seller can start buying materials ​before the contract is signed​).

Privity​ ​contractual work relationship​. The work is contracted to the seller

and the seller contracts some of it to a third party.
Closed procurements​ they are closed in ​control procurement process
when they meet the ​agreed on criteria​ in the contract, and ​no
outstanding claims​. The seller then gets his performance evaluated and
then a decision is made to add him to the prequalified list or not.

Prequalified seller lists​ are lists of potential sellers who are previously
qualified (approved). After closing the procurements, the seller is
evaluated and then either added to this list or not. ​This list is part of OPA​.

Fixed price contracts ​are suitable when the type of work is predictable and
the requirements are well defined and not likely to change. ​The seller has
the most cost risk.

CR cost reimbursable​ suitable when the scope of work is evolving, likely

to change, or not well defined, which means costs can't be determined and
price is not fixed. The seller should have accounting track system. ​The
buyer has the most cost risk.

T&M = time and material​ the buyer pays per item(material) and per hour.
Used when LoE can't be determined when awarding a contract.

Master service agreements​ M ​ SA​ contracts between the buyer and seller
for current and future transactions. This is a ​time saving approach​.

Procurement management plan​ contains the ​activities​ to be undertaken

during the procurement process.​ It should document whether
international competitive bidding, national competitive bidding, local
bidding, time table, constraints, etc..

The statement of work (SOW)​ is developed from the ​project scope

baseline​ and defines only that portion of the project scope that is to be
included within the related contract.
The qualifications only​ this type of procurement method applies when the
time and cost of a full selection process would not make sense because the
value of the ​procurement is relatively small.

Contract change control system​ the system used to collect, track,

adjudicate, and communicate ​changes to a contract. ​Changes always
need approval from ​PM and procurement manager BOTH.

Bidder conferences​ (also called contractor conferences, vendor

conferences, and pre-bid conferences) are meetings between the buyer
and prospective sellers ​prior to proposal submitta​l​. They are used to
ensure that all prospective bidders have a clear and common
understanding of the procurement and ​no bidders receive preferential
treatment.

Proposal evaluation​ ensures the proposal from the sellers ​are complete
and respond in full to the procurement documentation (bid documents,
procurement statement of work, source selection criteria and independent
cost estimate).

Independent cost estimate​ for large procurements, the procuring

organization may elect to either prepare its own ​independent estimate​ or
have a cost estimate prepared by an outside ​professional estimator​ to
serve as a ​benchmark on proposed responses​.

Procurement strategy​ includes delivery methods, contracts type and project

phases.

Terms of reference (TOR)​ is used when​ contracting for services.

Procurement file​ is a complete set of indexed contract documentation. ​It is

part of OPA.
Seller performance evaluation document​ is prepared by the buyer to
document the seller’s ability to continue to work on the current and or if he
should be allowed to be awarded any future project.​ This is part of OPA.
========================================================================

Stakeholders

Stakeholder register​ this document is the outcome of identify stakeholders

process and perform stakeholder analysis. It contains information about
identified stakeholders​ that includes ​Identification information​. Name,
organizational position, location and contact details, and role on the project,
assessment information, major requirements, expectations, potential for
influencing project outcomes, and the phase of the project life cycle where
the stakeholder has the most influence or impact, stakeholder
classification. Internal/external, impact/influence/power/interest,
upward/downward/outward/ sideward, or any other classification models
chosen by the project manager.

Stakeholder analysis​ results in stakeholder register. ​A list​ of stakeholders

and relevant information such as their ​positions​ in the organization, ​roles
on the project, “stakes” expectations, ​attitudes​ (their levels of support for
the project), and their ​interest​ in information about the project.

Salience model​ describes ​classes of stakeholders​ based on

assessments of their ​power, urgency​ (​need for immediate attention​),
legitimacy​ (their involvement) good for​ large number of stakeholders.

​ takeholder engagement plan​ is a component of the project management

S
plan that identifies the ​strategies and actions required to promote
productive involvement​ of stakeholders in decision making and
execution. It is ​updated regularly​ to reflect changes to the stakeholder
community such as changes to organization structure, add new
stakeholders, stakeholder left the project.

Stakeholder engagement assessment matrix ​ is an ​outcome​ of performing

stakeholder engagement assessment​. It supports comparison between
the ​current​ engagement levels of stakeholders and the ​desired
engagement levels required (unaware, neutral, supportive, resistant,
leading).

Directions of influence​ known as ​hierarchical focus​. It shows the

classifies stakeholders according to their influence on the work of the
project or the project team itself, (upward, downward, outward, sideward).

Power/interest grid, power/influence grid, or impact/influence grid​ also

called ​stakeholder cube​ techniques support a grouping of stakeholders
according to their ​level of authority​ (​power​), level of concern about the
project’s outcomes (​interest​), ability to influence the outcomes of the
project (​influence​), or ​ability to cause changes​ to the project’s planning
or execution.

Assumption and constraint analysis​ explores the validity of assumptions

and constraints to determine which ​pose a risk​ to the project. Analysis of
current assumptions and constraints may be conducted in order to tailor
appropriate engagement strategies.

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.

Mind mapping​ is used to visually organize information about stakeholders

and their relationship to each other and the organization.
Brain writing​ allows individual participants time to consider the question(s)
individually before the group creativity session is held.

Leadership​ is ​balancing vision​ and leadership with ​work​ being done (not
just dream as a leader but manage work as well).

Document analysis​ is a​ssessing the available project documentation and

lessons learned from previous projects to identify stakeholders and other
supporting information and ​how stakeholders were chosen.

======================================================================