Integration Management

 (Initiating) Developing Project Charter

 (Planning) Develop Project Management Plan
 (Executing) Direct and Manage Project Work
 (Monitor and Control) Monitoring and Control Project Work
 (Monitor and Control) Perform Integrated Change Control
 (Closing) Close Project or Phase

Scope Management

 (Planning) Plan Scope Management

 (Planning) Collect Requirements
 (Planning) Define Scope
 (Planning) Create WBS
 (Monitoring and Control) Validate Scope
(this takes place after the Control Quality since we need to ensure that the requirements have been met)
 (Monitoring and Control) Control Scope

Time Management

 (Planning) Plan Schedule Management

 (Planning) Define Activities
 (Planning) Sequence Activities
 (Planning) Estimate Activity Resources
 (Planning) Estimate Activity Durations
 (Planning) Develop Schedule
 (Monitoring and Control) Control Schedule

Cost Management

 (Planning) Plan Cost Management

 (Planning) Estimate Cost
(Estimate activity costs irrespective of when they are taking place)
 (Planning) Determine Budget
(Aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline –
scheduling of activities is important (i.e. resource calendars should be an input) due to available funds)
 (Monitoring and Control) Control Costs

Quality Management

 (Planning) Plan Quality Management

 (Executing) Perform Quality Assurance
(audits the quality requirements and the result from quality control measurements to ensure that appropriate quality
standards and operational definitions are used – are we following the procedures and processes planned? Are the
processes and procedures giving us the intended results?)
 (Monitoring and Control) Control Quality
(Inspecting the product – are we meeting the requested standards)
Human Resource Management

 (Planning) Plan Human Resource Management

 (Executing) Acquire Project Team
 (Executing) Develop Project Team
(Improving competencies, team member interactions and overall environment to enhance performance)
 (Executing) Manage Project Team
(tracking team member performance, providing feedback, resolving issues)

Communications Management

 (Planning) Plan Communications Management

 (Executing) Manage Communications
 (Monitoring and Control) Control Communications

Risk Management

 (Planning) Plan Risk Management

 (Planning) Identify Risks
 (Planning) Perform Qualitative Risk Analysis
 (Planning) Perform Quantitative Risk Analysis
 (Planning) Plan Risk Responses
 (Monitoring and Control) Control Risks

Procurement Management

 (Planning) Plan Procurement Management

 (Executing) Conduct Procurement
(obtaining seller responses, selecting a seller and awarding a contract)
 (Monitoring and Control) Control Procurements
(managing procurement relationships, monitoring contract performance and making changes and corrections as
appropriate)
 (Closing) Close Procurement

Stakeholder Management

 (Initiating) Identify Stakeholder

 (Planning) Plan Stakeholder Management
 (Executing) Manage Stakeholder Engagement
(The process of communicating and working with stakeholders to meet their needs/expectations, address issues as
they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle)
 (Monitoring and Control) Control Stakeholder Engagement
Project Charter: Input for the following processes:

 Develop Project Management Plan

 Plan Scope management
 Collect requirements
 Define scope
 Plan schedule management
 Plan cost management
 Plan risk management
 Identify stakeholders

Tools and Techniques:

Estimate Activity Resources:

 Bottom-up (because you need to aggregate the estimates of the WBS): it doesn’t make sense to
use parametric and/or analogous because you need to find the actual resources
 Alternative analysis
 Published estimated data, and
 PM software

Estimate Activity Duration:

 Expert Judgement
 Analogous Estimates
 Parametric
 3 point
 Group Decision
 Reserve analysis

Trick: Durations  exclude Bottom-up

Estimate Costs:

 Analogous
 Parametric
 Bottom-up
 3 point,
 Group decision
 Reserve analysis
 Expert judgement

Issue log:

- Input:
 o Manage project team (remember - individuals have issues not teams)
o Control communications (again, individuals have issues)
o Control stakeholder engagement (again, individuals have issues)
- Output:
o Manage Stakeholder Engagement (issues are identified from stakeholders)

Others:

 Analytical Techniques: Various techniques used to evaluate, analyze, or forecast potential

outcomes based on possible variations of project or environmental variables and their
relationships with other variables

 Cost performance index (CPI) is considered to be the most critical EVM metric and measures the
cost efficiency for the work completed.

 You are the project manager for a highly visible project and are interviewing your project team
as to the duration of their activities. One activity in particular – Gathering Data for Web Site
– is proving very challenging for the team to estimate. Regardless, you need an estimate for
the schedule and you would like the owner of the activity to give you a range of estimates. The
estimates the team member gives you are as follows:

Optimistic = 10 days
Most Likely = 17 days
Pessimistic = 23 days

If the financial backer asks you for a range of estimates of finishing the project with a 99.73%
level of confidence, which of the following ranges will you give them?

A. 14.66 to 19 days

B. 3.81 to 29.85 days

C. 10.32 to 23.34 days

D. 12.49 to 21.17 days

This question is asking you to calculate activity standard deviation. In order to do this:

1. You must first calculate the Expected Activity Duration (PERT) - The formula for PERT is
[Optimistic + (4 x Most Likely) + Pessimistic] / 6. So the math is [10 + (4x17) + 23] or 16.83
days
2. Then the Activity Standard Deviation - The formula for Activity Standard Deviation is
(Pessimistic - Optimistic) / 6 or 2.17.
3. Lastly - using that standard deviation - the range of the estimates. Now all that's left to
calculate the range of the estimates is to add and subtract the Activity Standard Deviation
 from the mean (16.83) for as many times as you've been asked to calculate the range. Since
you've been asked to provide a range at 99.73% confidence which is 3 Standard Deviation
(aka Sigma), the calculation is 2.17 X 3 = 6.51. So subtracting that number from one side of
the mean (16.83) and adding it to the other gives us a range at three Sigma of 10.32 to
23.34. (Answer will turn out to be C)

 Triple Constraints: Cost, Schedule (Time), Scope

Schedule model refers to the schedule data (which is the collection of information for describing and
controlling the schedule) and calculations. It is a representation of the plan for executing the project’s
activities including durations, dependencies, and other planning information, used to produce a project
schedule along with other scheduling artifacts.