PMBOK

PMBOK

1. Project scope management

   • 5.4. Create the WBS.
     • In this part of the process you subdivide the project into smaller projects this will help you see what it needs to be deliver.
       • This is usually divided into 3 categories
         • Inputs
           • In this category enters: .1 Scope management plan .2 Project scope statement .3 Requirements documentation .4 Enterprise environmental factors .5 Organizational process assets
         • Tools and Techniques
           • In this category enters: .1 Decomposition .2 Expert judgment
         • Outputs
           • In this category enters: .1 Scope baseline .2 Project documents updates

2. Project integration management

   • 4.1 Develop the project charter
     • The document that authorizes the project. As well as giving the project manager the authorization to apply organizational resources to the project.
       • This is usually divided into 3 categories
         • Inputs: .1 Project statement of work .2 Business case .3 Agreements .4 Enterprise environmental factors .5 Organizational process assets
         • Tools and Techniques .1 Expert judgment .2 Facilitation techniques
         • Output: .1 Project charter
   • 4.2. Develop the plan for project management.
     • This is the process of preparing and coordinating the mini-plans to achieve the final plan or goal. With all these subsidiary plans or mini-plans, you can create the plan management.
       • This is usually divided into 3 categories
         • Inputs: .1 Project charter .2 Outputs from other processes .3 Enterprise environmental factors .4 Organizational process assets
         • Tools and Techniques: .1 Expert judgment .2 Facilitation techniques
         • Outputs .1 Expert judgment .2 Facilitation techniques

3. Project schedule management

   • 6.3. Sequence the activities
     • Identifying and documenting the relationship between the activities as well as defending the logical the sequence of the project to generate great efficiency
       • Input: .1 Schedule management plan .2 Activity list .3 Activity attributes .4 Milestone list .5 Project scope statement .6 Enterprise environmental factors .7 Organizational process assets
       • Tools and Techniques: .1 Precedence diagramming method (PDM) .2 Dependency determination .3 Leads and lags
       • Outputs: .1 Project schedule network diagrams .2 Project documents updates
   • 6.5 Develop the schedule.
     • Process of estimating the periods of work needed to complete individual activities with resource
       • Inputs: .1 Schedule management plan .2 Activity list .3 Activity attributes .4 Activity resource requirements .5 Resource calendars .6 Project scope statement .7 Risk register .8 Resource breakdown structure .9 Enterprise environmental factors .10 Organizational process assets
       • Tools and Techniques: .1 Expert judgment .2 Analogous estimating .3 Parametric estimating .4 Three-point estimating .5 Group decision-making techniques .6 Reserve analysis
       • Outputs: .1 Activity duration estimates .2 Project documents updates

4. Project cost management

   • 7.3 Budgeting
     • Process of aggregating the estimated cost of individual activities to establish an authorized cost baseline.
       • This is usually divided into 3 categories
         • Tools and Techniques: .1 Cost aggregation .2 Reserve analysis .3 Expert judgment .4 Historical relationships .5 Funding limit reconciliation
         • Input: .1 Cost management plan .2 Scope baseline .3 Activity cost estimates .4 Basis of estimates .5 Project schedule .6 Resource calendars .7 Risk register .8 Agreements .9 Organizational process assets
         • Output: .1 Cost baseline .2 Project funding requirements .3 Project documents updates

5. Project quality management

   • 8.1 Quality indicators
     • The process of identifying quality requirements or standards for the project like delivery and documentation
       • This is usually divided into 3 categories
         • Inputs: .1 Project management plan .2 Stakeholder register .3 Risk register .4 Requirements documentation .5 Enterprise environmental factors .6 Organizational process assets
         • Tools and Techniques: .1 Cost-benefit analysis .2 Cost of quality .3 Seven basic quality tools .4 Benchmarking .5 Design of experiments .6 Statistical sampling .7 Additional quality planning tools .8 Meetings
         • Outputs: .1 Quality management plan .2 Process improvement plan .3 Quality metrics .4 Quality checklists .5 Project documents updates

6. Resource management:

   • 9.1 Estimate necessary resources for the development of the project
     • Identifying roles, responsibilities, required skills, and creating a staffing management plan
       • This is usually divided into 3 categories
         • Inputs: .1 Project management plan .2 Activity resource requirements .3 Enterprise environmental factors .4 Organizational process assets
         • Tools and Techniques:1 Organization charts and position descriptions .2 Networking .3 Organizational theory .4 Expert judgment .5 Meetings
         • Output.1 Human resource management plan

7. Communication management:

   • 10.1 Develop the project communication plan
     • Process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational asset
       • This is usually divided into 3 categories
         • iNPUT: .1 Project management plan .2 Stakeholder register .3 Enterprise environmental factors .4 Organizational process assets
         • Tools and Techniques .1 Communication requirements analysis .2 Communication technology .3 Communication models .4 Communication methods .5 Meetings
         • Output.1 Communications management plan .2 Project documents updates

8. Risk management

   • 11.2 Identify risks and their responses
     • Identifying which risks may affect the project, documenting their characteristics
       • Inputs: .1 Risk management plan .2 Cost management plan .3 Schedule management plan .4 Quality management plan .5 Human resource management plan .6 Scope baseline .7 Activity cost estimates .8 Activity duration estimates .9 Stakeholder register .10 Project documents .11 Procurement documents .12 Enterprise environmental factors .13 Organizational process assets
       • Tools and Techniques: .1 Documentation reviews .2 Information gathering techniques .3 Checklist analysis .4 Assumptions analysis .5 Diagramming techniques .6 SWOT analysis .7 Expert judgment
       • Outputs: .1 Risk register

9. Procurement management

   • 12.1 Identify the necessary acquisitions for the project
     • Process of documenting project decision and identifying the potential seller
       • Inputs.1 Project management plan .2 Requirements documentation .3 Risk register .4 Activity resource requirements .5 Project schedule .6 Activity cost estimates .7 Stakeholder register .8 Enterprise environmental factors .9 Organizational process assets
       • Tools and Techniques: .1 Make-or-buy analysis .2 Expert judgment.3 Market research .4 Meetings
       • Outputs: .1 Procurement management plan .2 Procurement statement of work .3 Procurement documents .4 Source selection criteria .5 Make-or-buy decisions .6 Change requests .7 Project documents updates

10. Stakeholder Management

    • 13.2 Planning Stakeholder Engagement
      • The process of developing appropriate management strategies to effectively engage stakeholders, based on the analysis of their needs, interests, and potential impact on the project success.
        • Input: .1 Project management plan .2 Stakeholder register .3 Enterprise environmental factors .4 Organizational process assets
        • Tools and Techniques.1 Expert judgment .2 Meetings .3 Analytical techniques
        • Output: .1 Stakeholder management plan .2 Project documents updates