Purpose of the PMBOK Guide

- The PMBOK guide identifies that subset of project management body of

knowledge generally recognized as good practice
- Good practice means the general application of the skills, tools and
techniques can enhance the chances of success over a wide range of
projects
- Generally recognized means the knowledge and practices described are
applicable to most projects most of the time and there is consensus about
their value and usefulness.
- Project Management Institute Code of Ethics and Professional Conduct -
a. Practitioners must comply with laws, regulations and policies
b. Practitioners should be committed to honest and respectful dealings with
stakeholders
c. Practitioners must demonstrate a commitment to professional conduct

What is a Project?
- A project is a temporary endeavor undertaken to create a unique product,
service, or result.
- Product is a tangible deliverable, examples of service are postal , water
supplies and examples of result are research findings.
- Temporary does not mean short in duration.
- Projects have definite begin and end dates but impacts are longer.
- The end of a project is considered to be reached when :
a. Project's objectives have been achieved
b. Project's objectives cannot be met
c. Need for the project no longer exists
- Projects can have social, economic and environmental impacts that far
outlast the projects themselves.
- Presence of repetitive elements does not change the fundamental
uniqueness of the project work. Although the output might be similar, the set
of people involved, timeframe or location might be different. So, the end-
result is considered unique.
- A project can involve -
a. A single person
b. A single organizational unit
c. Multiple organizational units

What is an Operation?
- An operation is an ongoing work effort. A soap manufacturing unit does a
daily turnaround of 5000 soaps and the concerned process is repetitive but it
actually is operational due to a project that put the process or plant in place.
Projects taper over to operations in a product life cycle.

Portfolios, Programs and Projects

- Portfolios are at the senior management level, programs are at middle
management level and projects are at first-level management.
- Portfolio -> Strategic, Program -> Tactical , Project -> Operational
- Organizational Planning impacts the projects by means of project
prioritization based on risk, funding and the organization's strategic plan.
- A portfolio refers to a collection of projects or programs and other work
that are grouped together to facilitate effective management of that work to
meet strategic objectives.
- Group of inter-related projects become part of program. Group of
programs or projects become part of portfolio and the projects or programs
within the portfolio need not be inter-related. They are just grouped for
effective management.
- Portfolios are aimed at maximizing return on investment.
- Common technology, seller and client are some of the criteria to group a
project especially under a portfolio.
- Program Managers focus on optimizing project interdependencies and the
actions related to these interdependencies may include,
- Resolving resource constraints affecting multiple projects within the system
- Aligning organizational/Strategic direction that affects project and program
goals and objectives
- Resolving issues and change management within a shared governance
structure
- Projects are authorized as a result of:
a. Business need (E.g., Code Generator)
b. Technological Advance (E.g., Version 1 to Version 2)
c. Strategic Opportunity (E.g., iPhone Apps)
d. Legal Requirement (E.g., SOX Compliance)
e. Customer Request (E.g., designer t-shirt)
f. Environmental Consideration (E.g., a Chimney Filter)
g. Market Demand (E.g., Camera phone)

Project Management Office

- A project management office (PMO) is a management structure that
standardizes the project-related governance processes and facilitates the
sharing of resources, methodologies, tools, and techniques.
- The PMO is a senior management group usually taking the role of change
control board.
- Different types of PMO
a. Supportive just a support function , not a decision-maker.
b. Controlling medium level of power , usually a set of project managers.
c. Directive highly powerful, senior management involved.
- Supportive PMO plays a consultative role to projects by supplying
templates, best practices, training, access to information and lessons learned
from other projects.
- Controlling PMO requires compliance to frameworks, methodologies and is
a collaborative effort among managers to build a PMO capability within the
organization.
- Directive PMO issues project charter and acts as Change Control Board
(CCB) to approve or reject changes.

What is Project Management?

- Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet the project requirements.
- According to PMBOK 5th edition, there are 47 processes logically
distributed across 5 process groups and 10 knowledge areas.
- Process groups
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
- Project Management is about balancing competing stakeholder needs.
- Stakeholders have a vested interest in the project outcome. Stakeholders
may have negative or positive influence on the project.
- Triple Constraints Scope, Time and Cost.
- Project Management Plan is the collective output of Planning process
group.
- The PM Plan gets progressively elaborated as more insight is got about the
project requirements. Project scope must be planned before being executed.
So, the process for defining scope is iterative in nature : Plan -> Execute
- Operations are ongoing and repetitive while projects are temporary and
unique.
- Operations Management is out of scope of the PMBOK but it is necessary
for a project to identify the operational stakeholders early on and ensure
that their concerns are addressed.
- Project-based organizations are project focused and do not have strong
functional hierarchies. They form and dissolve teams based on the project
needs.
- Organizational strategy provides guidance to project management since
the vision comes top-down.
- Senior management identifies potential conflicts between project goals and
organizational strategy.
- Projects must be aligned to the organizations strategic objective in order
to maximize success.
- Business value is the sum of tangible and intangible assets. All projects try
to maximize business value irrespective of profit or non-profit based
organization.
- Organizational governance criteria can impose constraints on projects.
- The project manager must ensure that the resultant product sticks to the
organizational governance criteria in order to maximize project success and
provide business value.
- A project manager needs to have good leadership skills among other
interpersonal skills like negotiation, team building, influencing, coaching etc.
- Functional organizations are strongly hierarchical and department-based
while Project-based organizations are project-centric. Matrix organizations
fall in between the two with weak matrix leaning towards functional side and
strong matrix towards project-based organization.
- A project manager reports to a functional manager in a weak matrix
organization or functional organization. In case of project-based organization
or strong matrix organization, the PM reports to a program manager or
senior management.

Match the Following

1. Functional Organization - a. Change Control Board
2. Program - b. ongoing and repetitive
3. Directive PMO c. hierarchical
4. Operation - d. common seller
5. Portfolio - e. unique endeavor
6. Project f. project interdependencies

Match the Following (Answers)

1. Functional Organization - c. hierarchical
2. Program - f. project interdependencies
3. Directive PMO a. Change Control Board
4. Operation - b. ongoing and repetitive
5. Portfolio - d. common seller
6. Project e. unique endeavor

Organizational Structures
- The influence of the organization, its structure, and culture have an effect
on a project. These factors are called as Enterprise Environmental Factors.
- The Project Manager should be aware of different organizational structures,
styles and cultures in order to apply / influence those to different projects
effectively.
- Organizational Structures :
- Functional: Hierarchical, clear functional lines
- Matrix
-> Weak Matrix (project expediter / project coordinator)
-> Balanced Matrix
-> Strong Matrix (project manager)
- Projectized (project manager)
- Project Coordinators powerful than project expediters with relevance to
decision-making but both of them report to a functional manager.
- Balanced matrix organizations have a project manager designation but the
PM reports to a functional manager.
- Strong matrix organizations have a separate hierarchy for project
management but the managers use members from functional team.
- Projectized organizations either do not have functional departments or
functional departments play support roles. Managers and teams are
allocated for separate projects.
- A composite organization has both the characteristics of projectized and
functional organization.

Project Lifecycles
- Projects pass through different phases to closure. The phases, determined
as part of the project lifecycle provide better ways to track the project
progress and can vary based on the application area and level of control
needed.
- Project lifecycles:
- Predictive
- Adaptive
- In case of Predictive lifecycles, product scope is known right in the
beginning and changes are carefully managed all through the lifecycle.
Scope , time and cost are freezed early on.
- In case of Adaptive lifecycles, product scope gets elaborated with each
phase and scope for the phase is defined at the start of that particular
phase.
- In case of Iterative and incremental lifecycles, an iteration repeats the
same set of phases in a cycle while an increment is concerned with adding
more functionality or elaborating the projects deliverable.
- Cost and Staffing levels peak during project execution phase.
- Risk and uncertainty are greatest at the start of the project.
- Cost of making changes increases as project reaches completion.
- The ability of stakeholders to influence the project outcomes is higher in
the beginning.
- Adaptive lifecycles are followed to keep the stakeholder influences higher
and the cost of changes lower.

Phase-to-Phase Relationships
- Sequential relationship: The next phase starts only after completion of
previous phase. Risk is less but schedule cannot be compressed.
- Overlapping relationship: The next phase overlaps the previous phase in
the sense that the next phase starts before the previous phase completes.
Risk is higher but schedule compression techniques can be used.
- Phase End is called as stage gate, phase gate, milestone or killpoint.

Match the Following

1. Adaptive lifecycles - a. Higher Staffing level
2. Predictive lifecycles - b. Agile method
3. Overlapping relationship c. Lower risk
4. Sequential relationship - d. Phase Exit
5. Stage gate e. Fast tracking
6. Work Execution f. Fully Plan-driven

Match the Following (Answers)

1. Adaptive lifecycles - b. Agile method
2. Predictive lifecycles - f. Fully Plan-driven
3. Overlapping relationship e. Fast tracking
4. Sequential relationship - c. Lower risk
5. Stage gate d. Phase Exit
6. Work Execution a. Higher Staffing level

3. Project Management Processes

- A process is a set of interrelated actions and activities performed to create
a pre-specified product, service or result.
- PMBOK 5th edition has 10 knowledge areas and 5 process groups. There
are 47 processes in total.
- Although there are 47 processes, not all the processes maybe used in a
project, it is up to the discretion of the project manager to make a judicious
decision.
- Although Project Management Processes appear as discrete elements in
PMBOK, they tend to overlap in a project environment
- Project management Processes can be iterated several times to achieve the
project objective.
- Product-oriented processes are defined by project life cycle and vary by
application area.
- The Project Management Plan is one of the most iteratively developed
document
- Project life cycle is different from Process groups while the former is
domain-specific, the latter is project management-specific
- The Statement of Work (SoW) is issued by the client / sponsor.
- Organizational Process Assets are experiences gained from previous
projects in the form of artifacts and used to tailor future projects.
Organizational Policies, processes and procedures are organizational assets.
- Enterprise Environmental Factors are an organizations external or internal
factors affecting the normal project workflow. They are normally considered
constraints.
- The process groups can be iterated within each project phase.
- Monitoring and Controlling Processes are applied all through the project
phases since they deal with weekly performance , progress updates , doing
corrective , preventive actions and defect repairs.
- Planning and Executing process groups are iterative by nature what has
been planned can only be executed, something that needs to be executed
needs to be planned in detail first.
- The Project Manager and stakeholders are identified in the Initiating
process group.
- Since business needs drive a project, the initiating process group at start
of each phase, helps in checking if the project is inline with the business
needs.
- Progressive Elaboration technique is used extensively in Planning process
group.
- Progressive Elaboration is about getting better insight into the project
scope and it mostly happens as the planning phase progresses.
- Project management Plan is the master plan and other process plans are
subsidiary plans. Since PM Plan has the most information initially, PM Plan is
an input to create other plans.
- Most of the project budget gets spent in the executing process group since
resources are ramped up to finish the work.
- Change Requests are documented changes to project scope and they go
through a workflow before being approved or rejected.
- Change Requests arise during executing as well as monitoring and
controlling processes.
- The PM plan is base lined when it is approved by the client and any
(approved) changes happening there after will result in a rebase lining
wherein a new version will be given to the plan document.
- Project Charter should not undergo changes since it has the business
needs.
 Match the Following
1. Closing Group a. Change Requests
2. Planning Group - b. Deliverables
3. Executing Group c. Phase-end review
4. Initiating - d. Baselining
5. Monitoring and Controlling e. Project Authorization

Match the Following (Answers)

1. Closing Group c. Phase-end review
2. Planning Group - d. Baselining
3. Executing Group b. Deliverables
4. Initiating - e. Project Authorization
5. Monitoring and Controlling a. Change Requests

Project Integration Management

The Project Integration Management is a knowledge area in PMBOK Guide Fifth Edition.It covers 6 processes spanning all the
5 process groups. These are umbrella or integrative processes helpful in deciding when or how to apply the processes in the other
9 knowledge areas. Whenever there are competing project objectives, the project manager has to be in a position to decide and
apply the relevant processes from different knowledge areas: The Integration Management processes basically facilitate / guide
this aspect of project management.

4.1

Introduction

- Project Integration Management knowledge area includes processes integrative by

nature to all the other knowledge areas.
- This knowledge area has processes in all the Process Groups. This knowledge area
is useful in making decisions when there are competing project objectives.
- The project / phase gets initiated through Develop Project Charter process and
gets closed in Close Project or Phase process , both part of this knowledge area.
- The following are the processes in this knowledge area:
-> Develop Project Charter
-> Develop Project Management Plan
-> Direct and Manage Project Work
-> Monitor and Control Project Work
-> Perform Integrated Change Control
-> Close Project or Phase
- The following are the most important outputs from this knowledge area:
-> Project Charter Initiating
-> Project Management Plan Planning
- Project Management Plan is the master plan document that has the subsidiary
plans from other knowledge areas integrated within.

Match the Following

1. Develop Project Charter - a. PM Plan
2. Develop Project Management Plan - b. Project Charter
3. Direct and Manage Project Work - c. Change Requests
4. Monitor and Control Project Work - d. Deliverables
5. Perform Integrated Change Control - e. Lessons Learnt
6. Close Project or Phase f. Rejected Changes

Match the Following (Answers)

1. Develop Project Charter - b. Project Charter
2. Develop Project Management Plan - a. PM Plan
3. Direct and Manage Project Work - d. Deliverables
4. Monitor and Control Project Work - c. Change Requests
5. Perform Integrated Change Control - f. Rejected Changes
6. Close Project or Phase e. Lessons Learnt

4.2

Introduction
- The Develop Project Charter process is concerned with authorizing the
project and identifying the project manager and providing the project
manager with the authority to apply organizational resources for the
project.
- The Project Charter also is the proof of commitment from the senior
management towards the project.
- The Project Charter should be authored by the sponsor although the
project manager can be involved during its creation.
- A contract is not the same as a project charter.
 Inputs
- Project Statement of Work: This has the detailed product description. The
SoW must address the following
-> Business need
-> Product Scope Description
-> Strategic Plan
- Business Case: This document has the reason as to why the project is
undertaken.
-> Is the Project worth the investment?
-> Cost / Benefit Analysis
-> Used for Decision making by senior management
- Agreements: Agreements might take the form of SLAs so that the intent or
implication is clear. E.g., MoU, Contract, SLA
- Enterprise Environmental Factors: The constraints under which the
organization is performing. E.g., Government Standards, Marketplace
conditions
- Organizational Process Assets: Templates for Project Charter or lessons
learnt from previous similar projects.

Tools & Techniques

- Expert Judgment: Prior experience coming from other managers or
organization units in similar projects. E.g., Consultants, Industry Groups,
PMO, SME
- Facilitation techniques: Facilitation might take the form of identifying the
right resource for the project or meetings to kick start the project.

Outputs
- Project Charter: This is the document that identifies the Project Manager
and authorizes the project manager to take charge of the project in order to
apply organizational resources. It has high-level details and forms the basis
for other project documents and deliverables, most importantly the PM plan.
It has all the details in high-level such as risks, schedule, budget, project
purpose, requirements, stakeholder list, objectives, success criteria,
assumptions and constraints.

Match the Following

1. Agreement - a. Cost / Benefit Analysis
2. Project Charter - b. MoU
3. Business Case - c. Product Description
4. SoW - d. Mission Statement
5. Strategic Plan e. Marketplace conditions
6. Enterprise Environmental f. High-level risks
Factors

Match the Following (Answers)

1. Agreement - b. MoU
2. Project Charter - f. High-level risks
3. Business Case - a. Cost / Benefit Analysis
4. SoW - c. Product Description
5. Strategic Plan d. Mission Statement
6. Enterprise Environmental e. Marketplace conditions
Factors

4.3

Introduction
- The Develop Project Management Plan is concerned with building the PM
Plan iteratively. Since PM Plan is one of the initial documents that the Project
Manager works on, it takes its inputs from the Project Charter. The PM Plan
also becomes input to all the planning processes wherein the subsidiary
plans get created.
- Note that planning and executing are iterative in nature. What needs to be
executed has to be planned and elaborated in the PM Plan.
- The PM Plan also becomes the basis for the monitoring and controlling
processes wherein the baselines are referred and appropriate change
requests are raised in case of any changes to the baselines.

Inputs
- Project Charter: This has the milestones and other high-level details like
cost , timeline and resources useful for planning.
- Outputs from other processes: The main outputs are the subsidiary plans
from each of the knowledge areas, relevant to this project.
- Enterprise Environmental Factors: The constraints under which the
organization is performing. It might be anything related to procurement or
hiring, which might affect the PM Plan. E.g., Project Management
Information System
- Organizational Process Assets: Templates for PM Plan or lessons learnt
from previous similar projects, if any.
 Tools & Techniques
- Expert Judgment: Prior experience coming from other managers or
organization units in similar projects. E.g., process tailoring guidelines,
determine resource skill levels, quantities and time of allocation
- Facilitation techniques: Facilitation might take the form of brainstorming or
meetings with relevant stakeholders to get better insight and also get early
project buy-in.

Outputs
Project Management Plan: This document holds the other subsidiary plans.
The PM plan gets base lined once it is approved and any changes to the plan
will go through the change control process thereafter. It has details about
the project lifecycle, selected project management processes, frequency of
status reports or status meetings, specific tools and techniques for different
processes, specific project tailoring guidelines and waivers among other
details.

Match the Following

1. PM Plan - a. Brainstorming
2. Facilitation Techniques - b. Project Baselines
3. Subsidiary Plan - c. PMIS
4. Organizational Process Assets - d. Cost Management Plan
5. Enterprise Environmental Factors e. Knowledge base

Match the Following (Answers)

1. PM Plan - b. Project Baselines
2. Facilitation Techniques - a. Brainstorming
3.Subsidiary Plan - d. Cost Management Plan
4. Organizational Process Assets - e. Knowledge base
5. Enterprise Environmental Factors c. PMIS

4.4

Introduction
- The Direct and Manage Project Work process is concerned with creating the
project deliverables as per the project management plan.
- It is the process wherein there might be scope for some changes and those
changes are sent for review by the change control board.
- The process also results in updating actuals to the documents like schedule
or the PM plan since executing and planning processes are iterative in nature
especially in the initial stages.
- Work Performance data is available from the project team in order to be
converted in a presentable format as work performance information, to
appear in the status report.
- The approved change request may be a corrective action, a preventative
action, or a defect repair.

Inputs
- Project Management Plan: The PM Plan includes all the subsidiary plans in
order to refer during project execution.
- Approved Change Requests: Change Requests approved by the change
control board get implemented as part of project execution.
- Enterprise Environmental Factors: The constraints under which the
organization is performing. It might be anything related to specific tools or
technologies.
- Organizational Process Assets: Code libraries from previous projects or
lessons learnt from previous similar projects, if any.

Tools & Techniques

- Expert Judgment: Prior experience coming from team members or other
organization units in similar projects.
- Project Management Information System: Any system used by the
organization to gather project information is part of this. It might be a defect
tracking system or work authorization system.
- Meetings: Daily status team meetings are part of this process to check
team progress or allocate work.

Outputs
- Deliverables: The actual output for which the project is executed.
Deliverables can take the form of process documents as specified in the
milestone list in the PM plan.
- Change Requests: Any new changes found by the team or requested by
the client or other stakeholders. These go to the change control board for
approval or rejection.
- Work Performance Data: The status of deliverables coming from the project
team.
- Project management Plan Updates: Planning and executing happen
iteratively. Also, PM plan is the master document to all other plans. So, plan
updates are highly possible due to competing project objectives, that too in
the initial iterations.
- Project Document Updates: Updates to documents like risk register,
stakeholder register and activity list are possible based on either new
changes or as part of any status updates.

Match the Following

1. PMIS - a. Professional and technical associations
2. Expert Judgment - b. Configuration Management System
3. Organizational Process Assets - c. Stakeholder Risk tolerances
4. Enterprise Environmental Factors - e. Defect Repair
5. Change Requests d. Defect Management Database

Match the Following (Answers)

1. PMIS - b. Configuration Management System
2. Expert Judgment - a. Professional and technical associations
3. Organizational Process Assets - d. Defect Management Database
4. Enterprise Environmental Factors - c. Stakeholder Risk tolerances
5. Change Requests e. Defect Repair

4.4

Introduction
- The Monitor and Control Project Work process is concerned with ensuring
that work is progressing as per plan. If not, appropriate control measures
are taken in the form of change requests.
- Monitor and Control Project Work process is also concerned with creating
status reports from the work performance information to update the
different stakeholders with the project status.
- The process also results in updating missing actuals to the documents like
schedule or the PM plan since this process is part of monitoring and
controlling process group and it is done all through the project life cycle.
- Validating Changes is also an important part of this process since issues or
changes should not fall through gaps.

Inputs
- PM Plan: Being the baseline document, the PM Plan is the most important
input for the Monitoring and Controlling processes to monitor against.
- Schedule Forecasts: Based on the planned and the current schedule
actuals, various indexes get calculated to predict the project forecast, which
become part of the status report.
- Cost Forecasts: Based on the planned and the current cost actuals, various
indexes get calculated to predict the project forecast, which become part of
the status report.
- Validated Changes: Reviewing Reports for the proper implementation of
approved changes by the project team is an important input to this process.
- Enterprise Environmental Factors: The constraints under which the
organization is performing. It might be anything related to specific process
or tools or technologies or organization hierarchy / structure.
- Organizational Process Assets: Any experiences or lessons learnt from
previous similar projects.

Tools & Techniques

- Expert Judgment: Prior experience coming from team members or other
organization units in similar projects.
- Analytical Techniques: Any technique used to predict future issues based
on the forecasts. It might take the form of a trend analysis or root cause
analysis.
- Meetings: Status Meetings are part of this process to review forecasts and
impacts thereon.
- Project Management Information System: This might take the form of any
internal system to store status information or predict forecasts or just in
terms of providing project data.

Outputs
- Change Requests: Any new changes found by the manager or other
stakeholders as part of the integration management process. These go to
the change control board for approval or rejection.
- Work Performance Reports: The report with current status as well as
forecasts and other impact analysis.
- Project management Plan Updates: PM plan is the master document to all
other plans. So, updates are highly possible, since this process is part of a
knowledge area that is integrative and also, this process is part of
monitoring and controlling process group. E.g., Any new approach to handle
risks.
- Project Document Updates: Updates to documents like risk register and
issue log are possible as part of this process.

Match the Following

1. Analytical Techniques - a. Issue Log
2. Project Document - b. Fault Tree Analysis
3. Organizational Process Assets - c. Governmental Standards
4. Enterprise Environmental Factors - d. Financial Controls Procedures
 Match the Following (Answers)
1. Analytical Techniques - b. Fault Tree Analysis
2. Project Document - a. Issue Log
3. Organizational Process Assets - d. Financial Controls Procedures
4. Enterprise Environmental Factors - c. Governmental Standards

4.5

Introduction
- The Perform Integrated Change Control process is concerned with
reviewing request changes and either approving or rejecting those changes
based on project objectives, current status, forecasts and other project
constraints.
- This process is not only concerned with the end-product of the project but
also any intermediate deliverables (E.g., PM Plan) committed as part of the
project life cycle.
- This process is responsible for managing changes to Organizational Process
Assets.
- Change Requests can be approved by the sponsor or the project manager.
In some projects or organizations, a Change Control Board can be
responsible for the process.
- The change control board can take the form of a group of senior managers.
Customers or sponsors maybe part of the board.

Inputs
- PM Plan: Being the baseline document, the PM Plan is the most important
input for the Monitoring and Controlling processes to monitor against. In
case of this process, it acts as a guideline to make decisions on change
requests.
- Work Performance Reports: Reports compiled as part of Monitoring and
Controlling process group, with relevant project health is used to make
decisions.
- Change Requests: The changes arising out of Project Monitoring or part of
execution are presented here with different impact analysis to facilitate
decision-making.
- Enterprise Environmental Factors: The constraints under which the
organization is performing. It might be anything related to specific process
or tools or technologies. E.g., Onshore-offshore model
- Organizational Process Assets: Any experiences or lessons learnt from
previous similar projects in case of similar changes. E.g., Change Control
Board response to similar situations before.
 Tools & Techniques
- Expert Judgment: Usually senior management is involved in order to use
prior experience in decision-making.
- Meetings: Meetings are part of this process to review forecasts and
subsequent impacts in order to approve or reject the changes.
- Change Control tools: This might take the form of any internal system to
store change requests and their status mostly accommodated in a change
control workflow.

Outputs
- Approved Change Requests: Changes get approved or rejected by the
Change Control Board.
- Change Log: Holds the list of change requests and their corresponding
status.
- Project management Plan Updates: PM Plan and the subsidiary plans can
get updated and a rebase lining will happen in this process. The new
baseline is approved by the CCB in this process.
- Project Document Updates: Any important documents committed to
undergo the change control process get approved by change control board.

Match the Following

1. Change Control Board - a. Change Request Status
2. Change Log - b. Configuration Audit
3. Configuration Management Activity c. Burn Up Chart
4. Work Performance Report - d. Approve Changes

Match the Following (Answers)

1. Change Control Board - d. Approve Changes
2. Change Log - a. Change Request Status
3. Configuration Management Activity b. Configuration Audit
4. Work Performance Report - c. Burn Up Chart

4.6

Introduction
- The Close Project or Phase process is concerned with the formal closure of
the project or phase. Documenting lessons learnt and archiving artifacts are
important aspects of this process.
- As part of this process, the project team will transfer knowledge to the
operations team.
- The Organizational Process Assets get enriched because of newly acquired
knowledge transfer document or assets in the form of reusable components.

Inputs
- PM Plan: The PM Plan has the formal closure process for each phase or
project as a whole.
- Accepted Deliverables: The Client Accepted Deliverables and a formal
closure signoff document from the client are inputs to trigger this process.
- Organizational Process Assets: Templates for closure as well as policies and
procedures relevant to project or phase closure.

Tools & Techniques

- Expert Judgment: Experience from other managers is leveraged in order to
accommodate best practices during closure.
- Meetings: Meetings are part of this process to review the path covered and
do any trend analysis for documentation.
- Analytical Techniques: Analyze the work performance information collected
week-after-week and do root cause analysis for any poor performance.

Outputs
- Final Product, Service, or Result Transition: Ensure that the product is
delivered and do any final handover.
- Organizational process Assets Updates: Upload any project files ,
documents , deliverables to the organization asset repository in order to be
referred or used by other projects.

Match the Following

1. Accepted Deliverables - a. Lessons Learnt Documentation
2. Close Project or Phase - b. Organizational Process Assets
3. Closure Guidelines c. Regression Analysis
4. Analytical Technique - d. Interim or Final Deliverables

Match the Following (Answers)

1. Accepted Deliverables - d. Interim or Final Deliverables
2. Close Project or Phase - a. Lessons Learnt Documentation
3. Closure Guidelines b. Organizational Process Assets
4. Analytical Technique - c. Regression Analysis

5. Project Scope Management

This Chapter covers the 6 processes related to scope management. The most important outputs related to this knowledge area
are Scope Management Plan, Scope Statement and WBS. While the scope statement defines the project scope, product
description setting the project boundaries, the WBS splits down the deliverables into work packages for work allocation and
tracking.

5.0

Introduction
- Project Scope Management knowledge area includes processes related to
dealing with project and product scope.
- This knowledge area has processes in Planning as well as Monitoring and
Controlling Process Groups. This knowledge area is useful in determining the
project inclusions and exclusions.
- Scope Baseline includes approved version of Scope Statement, WBS and
WBS Dictionary.
- The following are the processes in this knowledge area:
-> Plan Scope Management
-> Collect Requirements
-> Define Scope
-> Create WBS
-> Validate Scope
-> Control Scope
- The following are the most important outputs from this knowledge area:
-> Scope Management Plan Planning
-> Scope Statement Planning
-> WBS Planning
- Project Scope includes product scope as well as processes followed and
interim deliverables created as part of these processes.

Match the Following

1. Collect Requirements - a. Scope Statement
2. Define Scope - b. Customer Acceptance
3. Create WBS - c. Scope Management Plan
4. Plan Scope Management - d. WBS Dictionary
5. Validate Scope - e. Work Performance Information
6. Control Scope f. Requirements Traceability Matrix

Match the Following (Answers)

1. Collect Requirements - f. Requirements Traceability Matrix
2. Define Scope - a. Scope Statement
3. Create WBS - d. WBS Dictionary
4. Plan Scope Management - c. Scope Management Plan
5. Validate Scope - b. Customer Acceptance
6. Control Scope e. Work Performance Information

Match the Following

1. Plan Schedule Management - a. Activity Relationships
2. Define Activities - b. Project Schedule
3. Sequence Activities - c. Activity List
4. Estimate Activity Resources - d. Activity Durations
5. Estimate Activity Durations - e. Schedule Baseline
6. Develop Schedule f. Resource Count

Match the Following (Answers)

1. Plan Schedule Management - e. Schedule Baseline
2. Define Activities - c. Activity List
3. Sequence Activities - a. Activity Relationships
4. Estimate Activity Resources - f. Resource Count
5. Estimate Activity Durations - d. Activity Durations
6. Develop Schedule b. Project Schedule

5.1

Introduction
- Plan Scope Management Process deals with the creation of Scope
Management Plan and Requirements Management Plan.
- The Scope Management Plan involves the process of defining the scope,
validating and controlling project scope.
- Proper Scope planning process helps in negating project scope creep.
 Inputs
- Project Management Plan: The Project Management Plan at its initial level
of detail becomes a key input in building the subsidiary plans. Also, the
details in different subsidiary plans can be looked up to build the scope
management plan.
- Project Charter: Since scope management plan will be one of the first
subsidiary plans to be created, the most detailed documentation available in
the initial stage of the project is the scope management plan.
- Enterprise Environmental Factors: This is a key input in the initial stages of
planning because it provides the context under which the project is being
planned and the factors have to be accounted in the different plans.
- Organizational Process Assets: Any previous project scope plans and
lessons learnt from similar projects must be taken care in this project.

Tools & Techniques

- Expert Judgment: This is an important technique in the initial stages of
planning involving scope, cost and time.
- Meetings: They are an important tool during the planning phase of the
project. Most of the effective planning can happen only through meetings
with different stakeholders.

Outputs
- Scope Management Plan: The scope details how the different scope
artefacts like scope statement, WBS can be built, validated and controlled. It
also details how client acceptance will be gained.
- Requirements Management Plan: This details how requirements will be
gathered and how it will be traced all through the different phases of the
project life cycle. How requirement changes will be handled?

Match the Following

1. Project Charter - a. Plan Scope Management Output
2. Requirement Management Plan - b. Planning Tool
3. Meetings - c. Part of Requirement Management Plan
4. Requirement Traceability Process - d. Plan Scope Management Input

Match the Following (Answers)

1. Project Charter - d. Plan Scope Management Input
2. Requirement Management Plan - a. Plan Scope Management Output
3. Meetings - b. Planning Tool
4. Requirement Traceability Process - c. Part of Requirement Management
Plan

5.2

Introduction
- Collect Requirements Process deals with converting project needs to
stakeholder requirements.
- Requirements are the basis for scope baseline and other aspects like cost
and quality planning.
- Requirements are classified as follows :
- Business Requirements
- Stakeholder Requirements
- Solution Requirements
> Functional Requirements
> Non-Functional Requirements
- Transition Requirements
- Project Requirements
- Quality Requirements
- Requirements can be functional or technical
- While many requirements might be collected as part of this process, not all
make it to the project scope and that decision is based on different
constraints. The purpose of Collect Requirements Process is to collect and
prioritize stakeholder requirements.

Inputs
- Scope Management Plan: The Scope Management Plan provides guidance
for different processes in Scope knowledge area. Scope Management Plan
specifies the boundaries in terms of what type of requirements need to be
collected.
- Requirements Management Plan: This has details about the collect
requirements process specific to this project.
- Stakeholder Management Plan: This has the process details about how
different stakeholder needs will be handled based on the project context.
- Project Charter: The project charter has the high-level project
requirements, helping in detailing of the project requirements.
- Stakeholder Register: While detailing the project requirements, it is
necessary to ensure all stakeholders in the project are accounted.

Tools & Techniques

- Interviews: One-to-one discussions with stakeholders with prepared set of
questions to record and analyse the responses to detail the requirements.
- Focus Groups: Sometimes a specific combination of stakeholders involving
SMEs, moderated in a controlled environment might get better throughput in
the collect requirements process.
- Facilitated Workshops: In case of workshops, the end-users and the design
/ development team sit together to understand the requirements called VoC
(Voice of Customer) and coming out with the best possible solution. It is also
called as JAD or QFD based on the industry. While Focus Groups are
moderated by a mediator, workshops are discussions among cross-functional
team aimed at consensus based on priorities.
- Group Creativity Techniques: These are aimed at facilitating creativity or
bringing out innovative ideas or out-of-the-box thinking.
- Brainstorming: A group discussion technique aimed at generating ideas.
- Nominal group technique: A group discussion technique with voting
process to prioritize ideas.
- Idea/mind mapping: A technique aimed at grouping ideas to get an idea
about commonality and differences in a group.
- Affinity Diagram: A technique wherein large number of ideas are
categorized into groups for further analysis.
- Multicriteria Decision Analysis: Based on different project criteria the ideas
are ranked in order to be analysed and make a decision
- Context Diagrams: This is used to depict interaction between people and
processes for a specific context to provide clarity about a specific
requirement.
- Document Analysis: Analysis if existing project documents or information
might give better clarity about requirements rather than meeting different
stakeholders.
 Outputs
- Requirements Documentation: This has the requirements listing with
priority. There are different types of requirements
> Business Requirements
> Stakeholder Requirements
> Solution Requirements
> Project Requirements
> Transition Requirements
- Requirements Traceability Matrix: This document tracks the requirements
across different phases. The different sections across the milestone
documents part of different phases are mapped in order to ensure that all
requirements are covered.

Match the Following

1. Prototypes - a. Voting Process
2. Nominal group technique - b. Storyboards
3. Workshop - c. Job Shadowing
4. Observation - d. QFD
5. Surveys e. Commonality and Differences
6. Idea/mind mapping f. Statistical Analysis
7. Affinity Diagram g. Group Classification

Match the Following (Answers)

1. Prototypes - b. Storyboards
2. Nominal group technique - a. Voting Process
3. Workshop - d. QFD
4. Observation - c. Job Shadowing
5. Surveys f. Statistical Analysis
6. Idea/mind mapping e. Commonality and Differences
7. Affinity Diagram g. Group Classification

5.3

Introduction
- Define Scope Process deals with setting the project boundaries in terms of
deciding the inclusions and exclusions among all the requirements collected.
- Define Scope Process decides on the project and product scope.
- Define Scope is a highly iterative process because multiple factors are
dependent on it because scope of part of the triple constraints. It is also one
of the most important processes in deciding the project success.

Inputs
- Scope Management Plan: The Scope Management Plan provides guidance
for different processes in Scope knowledge area. Scope Management Plan
specifies what amount of detail must be in the scope statement and how
scope will be defined.
- Project Charter: The Project Charter is used to pick product description,
assumptions and constraints defined at the high-level to build the scope
statement further.
- Requirements Documentation: This has the requirement list as well as the
requirements priority for the project as listened from different customers.
Based on this, the actual scope can be defined. While project charter acts as
the guiding principle in terms of looking at other constraints along with the
high-level product characteristics, the requirement documentation provides
the specific project requirements helping to decide on the actual project
scope.
- Organizational Process Assets: Templates for closure as well as policies and
procedures relevant to project or phase closure.

Tools & Techniques

- Expert Judgment: Leverage experience from SMEs or other project
managers or consultants.
- Product Analysis: Since this process involves defining the product scope, it
involves analysis of product features based on similar products or models
already developed. Product analysis would involve product breakdown, value
engineering and requirements analysis.
- Facilitated Workshops: In case of workshops, the end-users and the design
/ development team sit together to understand the requirements called VoC
(Voice of Customer) and coming out with the best possible solution. It is also
called as JAD or QFD based on the industry. While Focus Groups are
moderated by a mediator, workshops are discussions among cross-functional
team aimed at consensus based on priorities. Although this is a technique
used in collect requirements process, since this process deals with
requirement analysis, a cross-functional team will help.
- Alternatives Generation: Since scope is based on different other project
constraints, there is a need to look at different alternatives fitting the current
requirement on hand.

Outputs
- Project Scope Statement: Project scope statement includes the following
> Product Description
> Constraints
> Assumptions
> Deliverables
> Exclusions
> Acceptance Criteria

While project charter deals at a high-level since it is provided by the project

sponsor, scope statement is a project-level document with more details and
that too aimed at project and product scope.
- Project Documents Updates: While detailing the scope, there might be a
need to update some of the other documents created in the project so far,
which might include the requirement documentation or requirement
traceability matrix and so on.

Match the Following

1. Scope Statement - a. Industry groups
2. Project Charter - b. Inclusions and Exclusions
3. Facilitated Workshop - c. How-To Define Scope
4. Scope Management Plan - d. Tool
5. Expert Judgment e. High-Level Details

Match the Following (Answers)

1. Scope Statement - b. Inclusions and Exclusions
2. Project Charter - e. High-Level Details
3. Facilitated Workshop - d. Tool
4. Scope Management Plan - c. How-To Define Scope
5. Expert Judgment a. Industry groups

5.4

Introduction
- The process of breaking down the scope of work into more manageable
work packages is handled in this process.
- WBS is Work Breakdown Structure that splits the work into more
manageable components to be allocated to different teams or team
members depending on the size
- The WBS is usually created in conjunction with the team to get team buy-
in. It also builds confidence among different stakeholders since work can be
tracked easily.

Inputs
- Scope Management Plan: The Scope Management Plan provides guidance
for different processes in Scope knowledge area. Scope Management Plan
specifies how work will be broken down and what will be the different phases
relevant to this project work.
- Scope Statement: Project Scope Statement is the actual document that will
have the project boundaries, exclusions and acceptance criteria based on
which the WBS will be created.
- Requirements Documentation: This has the requirement list as well as the
requirements priority. This is used as a look up for this process.
- Organizational Process Assets: Lessons Learnt and best practices for
defining WBS.
- Enterprise Environmental Factors: Industry-specific WBS standards for
specific project domains maybe reused.

Tools & Techniques

- Expert Judgment: Leverage experience from SMEs or other project
managers or consultants in breaking down the work into more manageable
components.
- Decomposition: The process of breaking down the work from deliverables
to detailed work packages and assigning unique work identifiers in order to
allocate to team or different resources. The decomposition is done across
deliverables part of different phases in a project. The decomposition should
be done to such a level that it can be assigned as work component rather
than breaking down into unmanageable micro-level.

Outputs
- Scope Baseline: The components include
> Scope Statement
> WBS
> WBS Dictionary

Once the scope is base lined, any changes will go through a change control
process. While WBS has the hierarchical breakdown of deliverables, WBS
Dictionary has additional details like description, code of account identifier
among others.
- Project Documents Updates: While detailing the scope, there might be a
need to update some of the other documents created in the project so far,
which might include the requirement documentation or requirement
traceability matrix and so on.

Match the Following

1. WBS Dictionary - a. Hierarchical Structure
2. WBS - b. Code of Accounts Identifier
3. Decomposition - c. Technique
4. Scope Baseline (Part) - d. Scope Statement

Match the Following (Answers)

1. WBS Dictionary - b. Code of Accounts Identifier
2. WBS - a. Hierarchical Structure
3. Decomposition - c. Technique
4. Scope Baseline (Part) - d. Scope Statement

5.5
 Introduction
- Validate Scope Process is mainly concerned with formal acceptance of the
deliverables.
While Control Quality process is concerned with the correctness of the
deliverables and it is done internally to build confidence, the validate scope
process is concerned with customer sign off.
Quality Control process is performed before Validate Scope process in order
to build documentation supporting the process for customer acceptance.

Inputs
- Project Management Plan: Since customer acceptance is one of the last
steps in the project phase or lifecycle, it is necessary to look if all constraints
have been met and also to provide proper data in terms of different
baselines as proof to ensure all requirements are met and handled.
Requirements Documentation: Since this is the document from which the
scope is defined but then this is the document created after discussions with
the customers initially, this document is important to get sign off.
- Requirement Traceability Matrix: How all the requirements are handled
through different phases of the project lifecycle - a confidence building
measure for signoff. Also, a checklist for the project team before signoff.
- Work Performance Data: An output from the executing process that acts as
a proof to show the health of the project and the number of cycles of
validation done.
- Verified Deliverables: Output of Control Quality Process ensuring that the
deliverable meets the required quality objective in terms of correctness.

Tools & Techniques

- Inspection: Checking whether the work meets the acceptance criteria.
Might include audit, walk through or review.
- Group Decision-Making Techniques: Since a group will be involved in terms
of different stakeholders, product acceptance decision is made through
unanimity, dictatorship or so on based on the scenario.

Outputs
- Accepted Deliverables: The customer acceptance is documented and signed
off to become input for close project process.
- Work Performance Information: The final status of the work accepted is
documented and would be stored as organizational process assets.
- Change Requests: As part of scope validation there might be some new
requirements identified by the customer in order to be implemented as part
of product rollout. These might take the form of change requests to the
existing scope.
- Project Documents Updates: As part of scope validation, there might be a
need to update some of the project documents like, customer acceptance
form or project work satisfaction survey.

Match the Following

1. Scope Statement - a. Verified Deliverables
2. Quality Control Process - b. Work Acceptance
3. Scope Validation - c. Work Review
4. Inspection - d. Acceptance Criteria

Match the Following (Answers)

1. Scope Statement - d. Acceptance Criteria 2. Quality Control Process - a.
Verified Deliverables 3. Scope Validation - b. Work Acceptance 4. Inspection
- c. Work Review

5.6