1. PROJECT INTEGRATION MANAGEMENT
Project Integration Processes
Process Project Phase Key Deliverables
Develop Project Charter Initiating Project Charter
Develop Project Management Plan Planning Project Management Plan
Direct and Manage Project
Execution Deliverables
Execution
Monitoring and
Monitor and Control Project Work Change Requests
Control
Monitoring and Change Requests status
Perform Integrated Change Control
Control updates
Close Project or Phase Closure Final product
F A project charter
• Formally authorizes the project.
• Gives the objectives and business case
• Identifies the Project Manager.
• Generic enough not to change often.
• Written by a Manager higher in authority than Project Manager.
• Includes name, description, deliverables
• A project does not start unless it has a Project charter.
A The Inputs, Tools and Techniques, and Outputs of the Develop Project
Management Plan process are given in the table below.
Develop Project Management Plan process
Inputs Tools & Techniques Outputs
Project charter Expert judgment Project Management Plan
Outputs from planning processes
Enterprise environmental factors
Organizational process assets
O Project Management Plan is developed by Project Manager with inputs from the team,
stakeholders and management. Project Management Plan development is iterative. A
Project Management Plan is bought into, approved, realistic and formal.
P A Project Management Plan includes -
• Project Charter
• Budget
• Schedule
• Resources

2. • Scope Statement
• WBS
• Responsibility charts/assignments
• Management Plans
M Project baseline refers to the original version of the project management plan. Once
the project management plan is base lined, it may only be changed by raising a change
request.
r Progressive Elaboration involves the process of taking a project from concept to
detailed design.
d Kick-off meeting happens after the planning phase and before the project execution. It
is typically used to communicate responsibilities of key stakeholders.
i Direct and Manage Project Execution process includes performing the work defined in
the PMP to achieve project goals. The Input, Tools and Techniques and Outputs of this
process are given below.
Direct and Manage Project Execution process
Inputs Tools & Techniques Outputs
Project management plan Expert judgment Deliverables
Project management information Work performance
Approved change requests
system information
Enterprise Environmental
Change requests
factors
Organizational process Project management plan
assets updates
Project document updates
P Monitor and Control project work process includes tracking and reviewing the
progress of the project. The Input, Tools and Techniques and Outputs of this process are
given below.
Monitor and Control project work process
Inputs Tools & Techniques Outputs
Project management plan Expert judgment Change requests
Performance reports Project management plan updates
Enterprise environmental factors Project document updates
Organizational process assets

3. PROJECT SCOPE MANAGEMENT
Scope Management Processes
Process Project Group Key Deliverables
Collect Requirements planning Requirements document
Define Scope planning project scope statement
Create WBS planning WBS, WBS dictionary
Verify Scope Monitoring and Controlling Acceptance deliverables
Control Scope Monitoring and Controlling Change Requests
The knowledge area of Scope Management includes the processes required to ensure
that the project includes all the work, and only all the work required to complete the
project successfully. It is primarily concerned with controlling what is and what is not in
the scope.
There are two types of project selection methods. These are
• Benefits Measurement
• Constrained Optimization
Benefits Measurement project selection methods involve comparing the values of one
project against another.
Constrained Optimization Project selection methods are used for large projects. These
are techniques based on mathematical models.

4. PROJECT TIME MANAGEMENT
Time Management Processes
Process Project Phase Key Deliverables
Define Activities Planning Activity List, Milestone list
Project Schedule network
Sequence Activities Planning
diagrams
Estimate Activity Activity resource requirements,
Planning
Resources Resource breakdown structure
Estimate Activity
Planning Activity duration estimates
Durations
Develop Schedule Planning Project Schedule
Monitoring and Work Performance measurements,
Control Schedule
Controlling Change Requests
Bar charts (or Gantt charts) are used to display tasks and their dates in a graphical
fashion. They are used to display information of the type task 1 is scheduled from date A
to date B. Typically the date range is displayed in the X-axis and the tasks on the Y-axis.
Bar charts do not show task dependencies. They are generally used to track progress and
show to the team.
PROJECT COST MANAGEMENT
Project Cost Processes
Process Project Phase Key Deliverables
Estimate Costs Planning Activity Cost Estimates, Basis of estimates
Determine Budget Planning Cost performance baseline
Control Costs Monitoring and Controlling Work performance measurements
W Alternative identification process identifies other solutions to an identified problem.
W Value Analysis approach is used to find more affordable, less costly methods for
accomplishing the same task.
a The Estimate Costs process takes the following inputs -
• Scope baseline
• Project schedule
• Human resource plan
• Risk register
• Enterprise environmental factors
• Organizational process assets
O Depreciation is technique used to compute the estimated value of any object after few
years. There are three type of depreciation techniques. These are

5. • Straight line depreciation The same amount is deprecated (reduced) from the
cost each year.
• Double-declining balance - In the first year there is a higher deduction in the
value - twice the amount of straight line. Each year after that the deduction is 40%
less than the previous year.
• Sum of year depreciation - Lets say the life of an object is five years. The total
of one to five is fifteen. In first year we deduce 5/15 from the cost, in second year
we deduce 4/15, and so on.
w Analogous Estimating is an estimating technique with the following characteristics -
• Estimates are based on past projects (historical information)
• It is less accurate when compared to bottom-up estimation
• It is a top-down approach
• It takes less time when compared to bottom-up estimation
• It is a form of an expert judgment
PROJECT QUALITY MANAGEMENT
Quality Management Processes
Process Project Phase Key Deliverables
Quality Management Plan,
Plan Quality Planning
Quality Metrics
Perform Quality Assurance Execution Change Requests
Perform Quality Control Monitoring and Controlling Quality control measurements
Q Grade refers to category or rank given to entities having same functional use but
different technical characteristics. As an example, for different grades of hotels, the
customers expectations are different. Poor grade may be acceptable, but poor quality is
not.
n The aim of quality is to ensure "Conformance to requirements" and "fitness for use".
n Quality Policy defines the company goals and how to adhere to them. This acts as an
input to Quality Planning for a project. Quality Policy is part of Organizational Process
assets.
PROJECT HUMAN RESOURCES MANAGEMENT
HR Management Processes
Process Project Phase Key Deliverables
Develop Human Resource Plan Planning Human Resource Plan
Acquire Project Team Execution Project Staff assignments

6. Develop Project Team Execution Team performance assessments
Manage Project Team Execution Change requests
C Responsibility Assignment Matrix (RAM) defines who does what. The Staffing
Management Plan defines when will people get added and removed from the project.
A Project Manager may yield authority over the project team in one of the following
ways -
• Referent - project team knows the PM
• Formal Power - Power due to Project Managers position
• Technical Power - Project Manager has strong technical skills in the projects
domain.
• Coercive Power - The project team is afraid of the power the Project Manager
holds.
h Conflicts in the team are caused due to the following reasons in decreasing order of
occurrences.
• Schedules
• Project Priorities
• Resources
• Technical Opinions
So the most common cause of conflicts in projects are issues related to schedules.
S Conflicts are best resolved by those in the team.
PROJECT COMMUNICATION MANAGEMENT
class="basic" Communication Management Processes
Process Process Group Key Deliverables
Identify Stakeholders Initiating Stakeholders register
Communication Management
Plan Communications Planning
Plan
Organization process
Distribute Information Executing
assets updates
Manage Stakeholders
Executing Change requests
Expectations
Monitoring and
Report Performance Performance Reports
Controlling

7. Communication Management Plan defines how and when the various stakeholders
receive information, and communicate with each other.
r Memos, emails are examples of non-formal communication.
r The total number of communication channels between n stakeholders is n(n-1)/2. So if
there are ten stakeholders in a project, there are 45 channels of communication.
t The Identify Stakeholders process involves identifying all persons and organizations
that may impact the outcome of project. Project stakeholders may include customers,
project team, project sponsor and other persons involved in the project. During
stakeholder analysis the power and interest of the stakeholders is plotted with Interest on
X-axis and Power on Y-axis.
PROJECT PROCUREMENT MANAGEMENT
Procurement Management involves getting work done by people outside the
project team. Project Procurement Management includes administering contracts and
change control process to manage contracts or purchase orders.
Procurement Management Processes
Process Project Phase Key Deliverables
Plan Procurements Planning Procurement Management Plan
Selected Sellers, Procurement contract
Conduct Procurements Execution
award
Administer Monitoring and
Change requests
Procurements Controlling
Close Procurements Closure Closed procurements
A contract is a formal agreement. It is a legal document biding to both seller and buyer.
Changes to contract must be in writing and formally controlled. Most Governments back
all contracts by providing a court system.

8. PROJECT RISK MANAGEMENT
Risk Management Processes
Process Project Phase Key Deliverables
Plan Risk Management Planning Risk Management Plan
Identify Risks Planning Risk register
Perform Qualitative Risk
Planning Risk register updates
Analysis
Perform Quantitative Risk
Planning Risk register updates
Analysis
Risk related contract
Plan Risk Responses Planning
decisions
Monitoring and
Monitor and Control Risks Risk register updates
Controlling
R A project risk is a potential source of deviation from the project plan. Project risks can
have a negative or positive impact on the project. Project risks that are negative are called
threats. Project risks that are positive are called opportunities.
t Responses to threat include --
• Reducing the probability of risk
• Developing contingency plans
• Passively accepting consequences.
• Transferring risk
Insurance is an example of transferring risk.
I Non-critical risks should be documented. They should be revisited and reviewed
regularly.
r Risks are identified in all phases.
r Work-around refers to how to handle risks that have occurred but are not part of risk
response plan. This happens in risk monitoring and control phase.
r Delphi technique is most commonly used to obtain expert opinions on technical
issues. It can be used to get inputs on Scope, Estimates or Risks. Some characteristics of
the Delphi technique are -
• The experts identities are anonymous. They are not in the same room.
• The PM tries to build a consensus among the experts.