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PMP Prep Formula sheet

Term
Estimating
PERT Estimating

# of project comm lines


Expected Value
Risk estimating
Earned Value Analysis
EV (BCWP)
PV (BCWS)
AC (ACWP)
BAC
EAC
VAC
ETC
SV
CV
CPI
SPI

Interpretation
Pessimistic + 4*Most Likely + Optimistic /
6
(Pessimistic - Optimistic) / 6
((Pessimistic - Optimistic) / 6 ) squared
N = number of stakeholders
probability x consequences
probability x impact
Earned Value
Planned Value
Actual Cost
Budget At Completion
Estimate at Completion
Variance at Completion
Estimate To Completion
Schedule Variance
Cost Variance
Cost Performance Index
Schedule Performance Index

Remember:
EV comes first in every formula
Variances are always EV minus something
Indexes are always EV divided by something
Cost formulas use AC
Schedule formulas use PV
Interpretation:
Negative (or <1) = bad
Positive (or >1) = good

What it is?
PERT Formula
Task standard deviation (PERT)
Task variance (PERT)
Communication lines
expected cost based on likelihood times impact

value of the work actually completed


value of the work scheduled to be performed
total of costs incurred on work done
how much was budgeted for the entire job
actuals
to date
new estimate
for all
how
much
overplus
(or under)
budget will
weremaining
be at end work
of
project
how much MORE will it cost to complete the job
are behind or ahead of schedule
are we over or under budget
we're getting $___ our of every $1 spent
we're progressing at ___% of rate planned

Probability (series)=P(A)*P(B)
Probability (parallel)=(1-P(A))*(1-P(B))

Formula
P+4M+O / 6
(P-O) / 6
((P-O) / 6) squared
(Nx(N-1))/2

EAC=BAC/CPI
VAC=BAC-EAC
ETC=EAC-AC
SV=EV-PV
CV=EV-AC
CPI=EV/AC
SPI=EV/PV

Acronym
I-DEC

Knowledge Area
Integration Management

S-IPDVC

Scope Management

T-ASDDC

Time Management

C-REBC

Cost Management

Q-PAC

Quality Management

H-OST

Human Resource Management

C-PIPA

Communications Management

R-PIQQRM

Risk Management

P-PSSSAC

Procurement Management

Processes
Project Plan Development
Project Plan Execution
Integrated Change Control
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
Activity Definition
Activity Sequencing
Activity Duration Estimating
Schedule Development
Schedule Control
Resource Planning
Cost Estimating
Cost Budgeting
Cost Control
Quality Planning
Quality Assurance
Quality Control
Organizational Planning
Staff Acquisition
Team Development
Communications Planning
Information Distribution
Performance Reporting
Administrative Closure
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk analysis
Risk Response Planning
Risk Monitoring and Control
Procurement Planning
Solicitation Planning
Solicitation
Source Selection
Contract Administration
Contract Closeout

Term
1 sigma
2 sigma
3 sigma (normal quality level)
6 sigma (higher quality level)
Activity attribute
Administrative closure
Alternative identification
Analogous (top-down) estimating
Arrow diagrmming method (ADM)
Assignable cause
Attribute (measurement) sampling
Baseline schedule
Benefit / cost analysis
Communication overload
Conditional diagramming method (CDM)
Conflict - top 4 causes
Conflict Resolution
Continuous improvement (Kaizen)
Contract Administration
Contract closeout
Control Account Plan (CAP)
Control chart
Control limits
Core processes
Corrective action
Cost-reimburseable contracts
Costs of Conformance
Costs of Nonconformance
Costs of quality
Crashing
Crosby
Decision tree analysis
Decomposition
Deming (Plan-Do-Check-Act)
Dependency types
Direct costs
Distribution - log/log normal
Distribution - triangular

Explanation
68.26%
95.46%
normal control limits (99.73%)
high control limits (99.99%)
task attributes, such as responsibility, geographic area, building, activity type
formal closure of project (or each phase) to ensure completeness/acceptancde
techniques which generate different approaches to the project
using duration of previous task to estimate future similar work
AOA-FS,dummy. Arrow=task, box=dependency
a data point (or rule of seven) that requires investigation to determine cause
the result conforms, or it does not (pounds, inches)
original approved schedule with all approved changes
assessing relative desireability of various project alternatives
results when too many resources are added to a task
allows loops and branches
SPRT. Schedule,Priority,Resource,Technical
confronting (problem-solving),compromising, withdrawing,smoothing,forcing (in order of preference)
process of small incremental improvements in process and product
admininster the contract
completed
integrate to form the sum of the project scope
graphic depiction of whether or not a process is "in control"
acceptable range of process outcomes
interdependent processes performed in essentially the same order on most projects
anything done to bring expected futue performance in line with the project plan
payment for costs plus a (profit) fee. May include incentives.
quality training, studies, surveys
rework, scrap, inventory cost, warranty cost
prevention, appraisal, failure
adding resources to critical paths while maintaining scope (increases costs)
Do things right the first time
tree analysis that leads to evaluation of risk cost/reward
sub-dividing deliverables into smaller, more manageable components for planning
85% of the cost of quality are the direct responsibility of management
mandatory (hard logic), discretionary (preferred,experiential), external (based on needs or desires)
incurred for exclusive benefit of the project
mean and standard deviation
low, most likely, high

Duration compression
Estimate - Budget estimate
Estimate - Critical path method (CPM)
Estimate - Definitive estimate
Estimate - Monte Carlo Simulation
Estimate - Order of magnitude
Estimate - PERT
EVM
Expectancy theory
Expected Monetary Value
Facilitating processes
Fallback plan
Fast-tracking
Fishbone (Ishikawa) diagram
Fixed-price (lump sum) contract
Float
Flowcharts
Free float
GANTT (bar) chart
GERT
Grade (as opposed to quality)
Halo effect
Hammock
Herzberg's Theory
Heuristics
Impact of poor quality
Imposed completion date
Indirect (overhead) costs
Influence diagrams
Initiating processes
Integrated Change Control
Juran's trilogy
Kotter on leading
Kotter on managing
Lag time
Lead time
Leadership styles
Make-or-buy analysis
Marginal analysis

looking to shorten the schedule without chopping the scope; see crashing and fast-tracking+B127
Made during planning phase. From -10 to +25% accurate
AOA diagram,single estimate, emphasize cost control, can have dummies
Made during planning phase. From -5 to +10% accurate
estimate / analysis by a series of controlled simulations
Made during initiation phase. From -25% to +75% accurate
AOA diagram only, 3 estimates, emphasizes schedule
Earned Value Management - measures scope, schedule, and resources throughout PLC
employees who believe effort will lead to performance and reward
probability x consequences
processes performed intermittently or as needed on most projects
developed for high-impact risks or where the selected strategy may not succeed
doing critical path tasks in parallel that were originally planned in series (increases risk)
cause --> effect diagram
requires well-defined product. May include schedule and/or cost incentives. Most common.
the time a task can be delayed from its early start without delaying the project finish date
depict workflow and process flow; used for quality, engineering, etc
the time a task can be delayed without delaying the early start of its successor
weak for planning; use to show progress reporting and to help with control
network diagramming method that allows loops between tasks
ranking of entities with same function but different technical characteristics
tendency to see all factors as one sees a particular factor
one or more summary activities
deals with hygiene factors and motivating agents
rule of thumb (i.e.80/20 rule)
increased cost, low morale, low customer satisfaction, increased risk
may add risk, increase cost, and compromise quality
allocated as cost of doing business, generally a % of direct costs
graphical representations of a problem showing causal influences and variable relationships
performed at project (or phase) start as part of project scope management
influencing, observing, and managing change events across baselines, scope, and processes
fitness of use=QImprovement+QPlanning+QControl
establishing direction, aligning people, motivating and inspiring
consistently producing key results expected by stakeholders
time inserted between tasks (i.e, letting concrete dry)
F-S with 10 day lead: the successor task starts 10 days before the predecessor completes
Directing,facilitating,coaching,supporting,autocratic,consultative,consensus
part of initial scope definition
optimal quality is where revenue improvement=cost of attainment

Market conditions
Maslow's Hierarchy of Needs
Mathematical analysis
McGregor Theory of X and Y
Milestone chart
Milestones
Network diagram
Parametric modeling
Pareto diagram
Pareto's Law
Performance measurement
PERT chart
PLC-Construction (Morris)
PLC-Pharmaceuticals (Murphy)
PLC-Software development (Muench)
PMI mindset
PMIS
Precedence diagramming method (PDM)
Preventive action
Problem-solving process
Process
Procurement audits
Procurement management
Procurement planning
Product Life Cycle
Product Scope
Product verification
Product-oriented processes
Project
Project charter
Project interfaces
Project Management Life Cycle
Project Management processes
Project Plan
Project Planning Methodology
Project Schedule
Project Scope
Project Selection Methods
Project slack (float)

what's available from whom where and when


people work to contribute - self-actrualization down to physiological
calculating early/late start/finish flor all activites resulting in "could be" scheduled limits
X=people need to be watched every minute; Y=people want to achieve
part of activity sequencing, good for mgmt reporting
events in activity sequencing to assure delivera ble requirements are met
shows activities, taskflow, how the work will flow ; use to show interdependencies
using project parameters to predict overall costs
histogram of cause by frequency of occurrence
80/20 rule
techniques (i.e.EVM) to assess whether variances from the plan require corrective action
a project network diagram
feasibility, design, construction,turnover
very proactive, can reduce project problems by 90%
POC, first-build, second-build, final cycle
plan the work, work to the plan, be proactive, adjust, guide, deliver what you said you'd deliver
system set up in advance to keep PM informed of status of all project tasks
AON-FS,SS,etc., node=activity, arrow=dependency
anything that reduces the probability of potential consequences of project risk events
define cause,analyze problem,identify solutions,implement decision,review and confirm
series of actions bringing about a result
structured review of procurement process to determine success and failure
processes necessary to procure goods/services from outside the organization
make or buy decision, contract type selected, scope of work defined; done during Scope Def
coordinated phases that result in a completed product
features or functions that characterize a product or service
focusses on making sure all the work is complete
specify and create the project's product; see Product Life Cycle
a temporary endeavor undertaken to create a unique product or service
output of Initiation, issued by management, formally authorizes the project
organizational, technical, and inter-personal
Initiating-planning-executing-controlling-closing, taken collectively
describe, organize, and complete the work of the project; see PM Life Cycle
formal approved plan used to manage project execution
combinagtion of hard and soft tools - PM software, documents, start-up meetings
planned dates for performing activities and meeting milestones
work that must be done to successfully complete the project
either benefit measurement (BCR) or constrained optimization (mathematical models)
amount of time the project can be delayed without missing its agreed-upon completion date

Qualitative risk analysis


Quality
Quality assurance
Quality audits
Quality control
Quality management
Quality planning
Quantitative risk analysis
Reserve time (contingency, buffer)
Resource GANTT chart
Resource histogram
Resource leveling
Responsibility matrix
Reverse resource allocation scheduling
Risk
Risk acceptance
Risk assessment
Risk avoidance
Risk categories
Risk effect
Risk factors
Risk impact scale
Risk management
Risk mitigation
Risk probability
Risk ratings
Risk response strategies
Risk Transference
Risk triggers
Risk types
Rolling Wave planning
Schedule change control system
Schedule control
Scope Change Control
Scope Statement
Scope Verification
Secondary risks
Sensitivity analysis
Simulation (what-if)

assess likelihood and impact of risk (subjective)


conformance to requirements and fitness of use
implement quality planning, check overall, ensure quality standards remain valid, audits
performed to gain lessons learned to assist future projects
inspection , monitoring, measuring, does it meet planned standards, checklists
processes required to ensure project satisfies needs for which it was undertaken
standards, benchmarking,B/A analysis,flowcharts, D of E, cost
assess numerically the probability and consequence on the project
time added to task/schedule to offset risk
shows when resources are allocated to tasks
graphs # of resources used each month as bar chart
lets schedule time and cost slip in favor of stabilizing resource usage
cross-refs team members with tasks they will perform (no time)
done to nail down allocation of a critical resource, working from task end backward
a discrete occurrence that may affect the project for better or worse
proceed without altering plan (can't change, have contingency, etc)
sometimes includes Risk identification, qualitative and quantitative analyses
changing the project plan to eliminate the risk
technical/quality/performance, project, organization, and external
effect on the project if it does
probability, range of outcomes, timing, frequency
ordinal - high, low, etc. Cardinal - .1,.5,4
very proactive, can reduce project problems by 90%
reduces probability and/or consequences (new process, change conditions, etc)
likelihood that a risk will occur, scale from 0 to 1
matrix of risk ratings - very high,high,moderate, low, very low
see Avoidance, Mitigastion, Acceptance, Transference
shifts consequence and ownership of response to 3rd party (insurance, bonds, guarantees)
early warning signs for each risk, part of risk identification
business (risk of gain or loss) or pure (risk of loss only)
progressive detailing of the project plan
defines process by which the schedule may be changed
influencing change factors, determining if change has occurred, and managing is fo
defines procedures by which project scope may be changed
documents scope; contains justification, product, deliverables, objectives
focusses on customer acceptance of work completed
new risks arising from implementing risk response; output from risk response planning
determining which risks have the most impact on the project, part of quantitative analysis
simulate scenarios based on changing attributes to optimize scheduling

Solicitation Planning
Source selection
Sources of Power
Specification limits
Standard deviation (sigma)
Statement of work (or objectives)
SWOT Analysis
Taguchi
Time and meterials contracts
Total float
Triple constraint
Types of organization
Uncertainty
Unforseeable risks
Value analysis
Variable (characteristic) sampling
Variance analysis
WBS
Work Authorization System
Workarounds

RFP ready, proposal created


source picked, contract signed
Best = Reward,Expert. Others = Formal,Reward,Penalty
customer expectation of outcomes
measure of how far you are from the mean (1 sigma = 68.26%)
describes procurement item in sufficient detail for vendor to know if it can produce it
strengh-weakness-opportunity-threat analysis
Quality is designed in, not inspected in; uses analysis of variance+B2
hybrid, part fixed, part open-ended, usually small dollar amounts
see float
scope, schedule, cost, quality, customer satisfaction
Functional, matrix, projectized
absence of any info related to a desired outcome
only a small portion, perhaps 10%
a way of discovering the least expensive way to do the scope of work; scope planning
the result is rated on a continuous scale of conformity (weight,size)
comparing actual dates with planned dates - key element for time control
deliverable-oriented grouping of project components that organizes and defines total scope
formal process to ensure the right work is done at the right time in proper sequence
unplanned responses to risks, or dealing with unanticipated risks, part of risk monitor/control

Process Group
Quality Management
Quality Management
Quality Management
Quality Management
Time Management
Comm Management
Scope Management
Time Management
Time Management
Quality Management
Quality Management
Integration Management
Scope Management
Time Management
Time Management
Human Resource Mgmt
Human Resource Mgmt
Quality Management
Procurement Mgmt
Procurement Mgmt
Integration Management
Quality Management
Quality Management
PM Framework
Integration Management
Procurement Mgmt
Quality Management
Quality Management
Quality Management
Time Management
Quality Management
Risk Management
Scope Management
Quality Management
Time Management
Procurement Mgmt
Risk Management
Risk Management

Time Management
Cost Management
Time Management
Cost Management
Quality Management
Cost Management
Time Management
Integration Management
Human Resource Mgmt
Risk Management
PM Framework
Risk Management
Time Management
Quality Management
Procurement Mgmt
Time Management
Quality Management
Time Management
Time Management
Quality Management
Human Resource Mgmt
Time Management
Human Resource Mgmt
Time Management
Quality Management
PM Framework
Procurement Mgmt
Risk Management
Scope Management
Integration Management
Quality Management
PM Framework
PM Framework
Time Management
Time Management
Human Resource Mgmt
Procurement Mgmt
Quality Management

Procurement Mgmt
Human Resource Mgmt
Time Management
Human Resource Mgmt
Time Management
Time Management
Time Management
Cost Management
Quality Management
Quality Management
Integration Management
Time Management
PM Framework
PM Framework
PM Framework
Integration Management
Integration Management
Time Management
Integration Management
Human Resource Mgmt
PM Framework
Procurement Mgmt
Procurement Mgmt
Procurement Mgmt
PM Framework
Scope Management
Integration Management
PM Framework
PM Framework
Scope Management
Human Resource Mgmt
PM Framework
PM Framework
Integration Management
Integration Management
Integration Management
Scope Management
Scope Management
Time Management

Risk Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Risk Management
Time Management
Human Resource Mgmt
Human Resource Mgmt
Time Management
Human Resource Mgmt
Time Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
PM Framework
Time Management
Time Management
Scope Management
Scope Management
Integration Management
Risk Management
Risk Management
Time Management

Procurement Mgmt
Procurement Mgmt
Human Resource Mgmt
Quality Management
Quality Management
Procurement Mgmt
Risk Management
Quality Management
Procurement Mgmt
Time Management
Integration Management
PM Framework
Risk Management
Risk Management
Cost Management
Quality Management
Time Management
Scope Management
Integration Management
Risk Management

KA

Process

Integration Mgmt Project Plan


Development

Project Plan
Execution

Process Group

Input

Tools and Techniques

Output

Plan

Other Planning Outputs

Project Planning Methodology

Project Plan

Plan

Historical Data

Stakeholder Skills & Knowledge

Supporting Details

Plan

Organizational policies

PMIS (Proj Mgmt IS)

Plan

Constraints

Earned Value Mgmt

Plan

Assumptions

Execute

Project Plan

Gen Mgmt Skills

Work Results

Execute

Supporting Details

Prod Skills & Knowledge

Change Requests

Execute

Organizational policies

Work Auth. System

Execute

Preventive Action

Status Review Meetings

Execute

Corrective Action

PMIS (Proj Mgmt IS)

Execute

Integrated Change Control


Control

Organ. Procedures

Project Plan

Change Control System

Project Plan Updates

Control

Performance Reports

Conf. Management

Corrective Action

Control

Change Requests

Perform. Measurement

Lesson Learned

Control

Additional Planning

Control

Scope Mgmt

Initiation

Scope Planning

Scope Definition

PMIS (Proj Mgmt IS)

Initiate

Product Description

Proj Selection Method

Project Charter

Initiate

Strategic Plan

Expert Judgment

PM Identified

Initiate

Proj. Selection Criteria

Constraints

Initiate

Historical Data

Assumptions

Plan

Product Description

Product Analysis

Scope Statement

Plan

Project Charter

Benefit/Cost Analysis

Supporting Details

Plan

Constraints

Alternatives Identification

Scope Mgmt Plan

Plan

Assumptions

Expert Judgment

Plan

Scope Statement

Work Auth System

WBS Updates

Plan

Constraints

Decomposition

Scope Statement Updates

Plan

Assumptions

Plan

Other Planning outputs

Plan

Historical Data

Inspection

Formal Acceptance

Scope verification Control

Control

Work Results

Prod documentation

Scope verification

Scope Change
control

Time Mgmt

Activity Definition

Activity
Sequencing

Control

WBS

Control

Scope Statement

Control

Project Plan

Control

WBS

Scope Change Control

Scope Changes

Control

Performance Reports

Perform Measurement

Corrective Action

Control

Change Requests

Additional Planning

Lesson Learned

Control

Scope Mgmt plan

Plan

WBS

Decomposition

Activity List

Plan

Scope Statement

Templates

Supporting Details

Plan

Historical Data

Plan

Constraints

Plan

Assumptions

Plan

Expert Judgment

Plan

Activity List

PDM

Proj network diagrams

Plan

Product Description

ADM

Activity List Updates

Plan

Mandatory Dependencies

CDM

Adjusted Baseline

WBS Updates

Activity Duration
Estimating

Schedule
Development

Plan

Discretionary Dependencies

Network Templates

Plan

External dependencies

Plan

Milestones

Plan

Activity List

Expert Judgment

Activity Dur.Estimates

Plan

Constraints

Analogous Estimating

Basis of Estimates

Plan

Assumptions

Quantitative Based Durations

Activity List Updates

Plan

Resource Requirements

Reserve Time (contingency)

Plan

Historical Data

Plan

Identified Risks

Plan

Proj Network diagrams

Mathematical analysis

Project Schedule

Plan

Act. Duration Estimates

Duration Compression

Supporting Details

Plan

Resource Requirements

Simulation

Schedule Mgmt plan

Plan

Resource Pool Desc

Res.Leveling Heuristics

Resource Req Updates

Plan

Calendars

Proj Mgmt software

Plan

Constraints

Coding Structure

Plan

Assumptions

Schedule Control

Plan

Leads and Lags

Plan

Risk Mgmt plan

Plan

Activity Attributes

Control

Project Schedule

Sched Change control sys

Schedule Updates

Control

Performance Reports

Perf. Measurement

Corrective Action

Control

Change Requests

Additional Planning

Lesson Learned

Control

Schedule Mgmt plan

PM software

Control

Cost Mgmt

Resource
Planning

Cost Estimating

Variance Analysis

Plan

WBS

Expert Judgment

Resource Requirements

Plan

Historical Data

Alternatives Identification.

Plan

Scope Statement

PM software

Plan

Resource Pool Desc

Plan

Organizational Policies

Plan

Act. Duration Estimates

Plan

WBS

Analogous Estimating

Cost Estimates

Plan

Resource Requirements

Parametric Modeling

Supporting Details

Cost Estimating

Cost Budgeting

Cost Control

Plan

Resource rates

Bottom-up Estimating

Plan

Act. Duration Estimates

Computerized Tools

Plan

Estimating Publications

Other Cost Estimating Methods

Plan

Historical Data

Plan

Chart of accounts

Plan

Risks

Plan

Cost Estimates

Plan

WBS

Plan

Project Schedule

Plan

Risk Mgmt plan

Control

Cost Mgmt Plan

Cost Budget tools&techns

Cost Baseline

Cost Baseline

Cost Change ctrl sys

Revised Cost Ests

Control

Performance Reports

Perf. Measurement

Budget Values

Control

Change Requests

Earned Value Mgmt

Corrective Action

Control

Cost Mgmt Plan

Additional Planning

Estimate at completion.

Computerized Tools

Project Closeout

Control

Control

Lessons Learned

Quality Mgmt

Quality Planning

Plan

Quality Policy

Benefit/Cost Analysis

Quality Mgmt. Plan

Plan

Scope Statement

Benchmarking

Operational Defns

Plan

Product Description

Flow-Charting

Checklists

Plan

Standards&Regulations

Design of experiments

Inputs to other processes

Plan

Other process outputs

Cost of Quality

Quality Mgmt Plan

Quality Audits

Execute

QC measurement results

Quality Planning Tools & Techniques

Execute

Operational Defns

Control

Work Results

Inspection

Quality improvement

Control

Quality Mgmt Plan

Control Charts

Acceptance decisions

Control

Operational Defns

Pareto Diagrams

Rework

Control

Checklists

Statistical Modeling

Completed Checklists

Control

Flow-Charting

Process Adjustments

Control

Trend Analysis

Quality Assurance Execute

Quality Control

Human Resource Organizational


Mgmt
Planning

Quality improvement

Plan

Project interfaces

Templates

Roles & Responsibility Assignments

Plan

Staff Requirements

HR Practices

Staffing Mgmt. Plan

Human Resource Organizational


Mgmt
Planning

Plan

Constraints

Plan

Staff Acquisition

Team
Development

Comm Mgmt

Communication
Planning

Information
Distribution

Organizational Theory

Organizational Chart

Stakeholder Analysis

Supporting Details

Plan

Staff. Mgmt.Plan

Negotiations

Project Staff Assigned

Plan

Staff. Pool Desc.

Preassignment

Proj. Team Directory

Plan

Recruitment Practices

Procurement

Execute

Project Staff

Team building Activities

Performance Improvements

Execute

Project Plan

Gen Mgmt Skills

Input to performance Appraisal

Execute

Staffing Mgmt Plan

Reward & Recognition System

Execute

Performance Reports

Collocation

Execute

External Feedback

Training

Plan

Comm.requirment

Stakeholder Analysis

Comm. Mgmt. Plan

Plan

Comm.technology

Plan

Constraints

Plan

Assumptions

Execute

Work Results

Communication Skills

Project Records

Execute

Comm.Mgmt.Plan

Info. Retrieval system

Project Reports

Information
Distribution

Performance
Reporting

Administrative
Closure

Risk Mgmt

Execute

Project Plan

Info distribution method

Project Presentations

Control

Project Plan

Performance reviews

Performance Reports

Control

Work Results

Variance Analysis

Change Requests

Control

Other Project Records

Trend Analysis

Control

Earned Value Mgmt

Control

Inf. Dist.Tools&technqs

Close

Performance Measurement
documentation

Performance Reporting Tools & Techniques Project Archives

Close

Product Documentation

Project Reports

Project Closure

Close

Other Project Records

Project Presentations

Lessons Learned

Project Charter

Planning Meetings

Risk Management Plan

Documentation reviews

Risks

Risk Management Plan


Planning

Risk Identification

Plan

Organizational policies

Plan

Defined roles & responsibilities

Plan

Stakeholders risk tolerances

Plan

Templates for organizations risk


management plan

Plan

WBS

Plan

Risk management plan

Risk Identification

Plan

Project Planning Outputs

Information Gathering Technique

Triggers

Plan

Risk Categories

Checklists

Input to other processes

Plan

Historical Data

Assumption Analysis

Plan

Qualitative Risk
Analysis

Quantitative Risk
Analysis

Diagramming Techniques

Plan

Risk management plan

Risk probability & impact

overall risk ranking for the project

Plan

Identified Risks

Probability / impact risk rating matrix

List of prioritized risks

Plan

Project Status

Project Assumption testing

List of risks for additional analysis and


management

Plan

Project Type

Data precision ranking

Trends in qualitative risk analysis results

Plan

Data Precision

Plan

Scales of probability and Impact

Plan

Assumptions

Plan

Risk Mgmt plan

Interviewing

Prioritized list of quantified risks

Plan

Identified Risks

Sensitivity Analysis

Probabilistic analysis of the proj

Plan

List of prioritized risks

Decision tree analysis

Probability of achieving cost&time obj

Plan

List of risks for additional


analysis and management

Simulation

Trends in quantitative risk analysis results

Plan

Historical Data

Risk Response
Planning

Risk Monitoring
and Control

Plan

Expert Judgment

Plan

Other Planning outputs

Plan

Risk Mgmt plan

Avoidance

Risk response plan

Plan

List of prioritized risks

Transference

Residual risks

Plan

Risk Ranking of the project

Mitigation

Secondary risks

Plan

Prioritized list of quantified risks Acceptance

Contractual agreements

Plan

Probabilistic analysis of the project

Contingency reserve amounts needed

Plan

Probability of achieving the cost


and time objective

Input to other processes

Plan

List of potential responses

Inputs to revised project plan

Plan

Risk Thresholds

Plan

Risk Owners

Plan

Common Risk causes

Plan

Trends in qualitative and


quantitative risk analysis results

Control

Risk Mgmt plan

Earned value analysis

Workaround plans

Control

Risk Response Plan

Proj risk resp audits

Corrective Action

Control

proj.comunication

periodic proj risk reviews

Project change requests

Control

Additional Risk identification &


analysis

Technical performance measurements

Updates to risk response plan

Control

Scope Changes

Additional risk rasp planning

Updates to Risk Identification chklsts

Control

Procurement
Mgmt

Procurement
Planning

Solicitation
Planning

Solicitation

Source Selection

Risk database

Plan

Scope Statement

Make-or-buy analysis

Procurement Management Plan

Plan

Product description

Expert Judgment

Statement(s) of work

Plan

Procurement resources

Contract type selection

Plan

Market conditions

Plan

Other Planning outputs

Plan

Constraints

Plan

Assumptions

Plan

Procurement Management Plan

Standard forms

Procurement documents

Plan

Statement(s) of work

Expert Judgment

Evaluation criteria

Plan

Other Planning outputs

Execute

Procurement documents

Bidder conferences

Execute

Qualified seller list

Advertising

Execute

Proposals

Contract negotiation

Statement of work updates

Proposals

Contract

Source Selection

Execute

Evaluation criteria

Weighting system

Execute

Organizational policies

Screening system

Execute

Contract
Administration

Independent estimates

Execute

Contract

Contract change control system

Correspondence

Execute

Work Results

Performance reporting

Contract changes

Execute

Change Requests

Payment system

Payment requests

Execute

Seller invoices

Procurement audits

Contract file

Contract Closeout Close

Close

Contract documentation

Formal acceptance and closure