Develop Preliminary Project Scope Statement

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1 Develop Charter The project charter is the document that formally authorizes a project. The project charter provides the project manager with the authority to apply organizational resources to project activities. A project manager is identified and assigned as early in the project as is feasible. The project manager should be assigned prior to the start of planning, and preferably while the project charter is being developed. s are usually chartered and authorized external to the project organization..1 Contract (when applicable).2 statement of work.3 Enterprise environmental factors.4 Organizational process assets.1 Charter 4.1 Integration To Develop Preliminary Scope Statement From Initiator or Sponsor Request.1 selection methods.2 management methodology.3 management information system.4 Expert judgment ITTO Slide - 1 of 44 Develop Preliminary Scope Statement The project scope statement is the formal definition of the project what needs to be accomplished. This process addresses and documents the characteristics and boundaries of the project and its associated products and services, as well as the methods of acceptance and scope control. The project scope statement is developed from information provided by the initiator or sponsor..1 charter.2 statement of work.3 Enterprise environmental factors.4 Organizational process assets.1 Preliminary project scope statement 4.2 Integration To Develop Plan From Develop Charter.1 management methodology.2 management information system.3 Expert judgment ITTO Slide - 2 of 44

2 Develop Plan Developing a project management plan includes the actions necessary to define, integrate, and coordinate all subsidiary plans into a project management plan that is updated and revised through the integrated change control process. The project management plan defines how the project is executed, monitored, controlled, and closed. The project management plan can be either summary level or detailed, and it can be composed of one or more subsidiary plans and other components..1 Preliminary project scope statement.2 management processes.3 Enterprise environmental factors.4 Organizational process assets.1 management plan 4.3 Integration To Direct and Manage Execution From Develop Preliminary Scope Statement.1 management methodology.2 management information system.3 Expert judgment ITTO Slide - 3 of 44 Direct and Manage Execution The direct and manage project execution process requires the project manager and project team to perform the actions necessary to follow the project management plan to accomplish the work defined in the project scope statement. The project manager, along with the project management team, directs the performance of the planned project activities. Work performance information about the completion status of the deliverables, and what has been accomplished, is collected and fed into the reporting process..1 management plan.2 Approved corrective actions.3 Approved preventive actions.4 Approved change requests.5 Approved defect repair.6 Validated defect repair.7 Administrative closure procedure 4.4 Integration.1 Deliverables.2 Requested changes.3 Implemented change requests.4 Implemented corrective actions.5 Implemented preventive actions.6 Implemented defect repair.7 Work performance information To Monitor and Control Work From Develop Plan.1 management methodology.2 management information system ITTO Slide - 4 of 44

3 Monitor and Control Work The monitor and control project work process is performed to monitor project processes associated with initiating, planning, executing, and closing. Corrective or preventive actions are taken to improve project performance. Monitoring is performed throughout the life of the project. It includes collecting and disseminating performance measurement information and trends to give the project management team insight into the health of the project and effect process improvements..1 management plan.2 Work performance information.3 Rejected change requests.1 Recommended corrective actions.2 Recommended preventive actions.3 Forecasts.4 Recommended defect repair.5 Requested changes 4.5 Integration To Integrated Change Control From Direct and Manage Execution.1 management methodology.2 management information system.3 Earned value technique.4 Expert judgment ITTO Slide - 5 of 44 Integrated Change Control Integrated change control is performed from project inception through completion. Change control is necessary because projects seldom run exactly according to the project management plan. The project management plan, the project scope statement, and other deliverables must be maintained by carefully and continuously managing changes, either by rejecting change requests or by approving them so those approved changes are incorporated into a revised baseline..1 management plan.2 Requested changes.3 Work performance information.4 Recommended preventive actions.5 Recommended corrective actions.6 Recommended defect repair.7 Deliverables 4.6 Integration.1 Approved change requests.2 Rejected change requests.3 management plan (updates).4 scope statement (updates).5 Approved corrective actions.6 Approved preventive actions.7 Approved defect repair.8 Validated defect repair.9 Deliverables To Execution, Close From Monitor and Control Work.1 management methodology.2 management information system.3 Expert judgment ITTO Slide - 6 of 44

4 Close The project closing process includes finalizing all activities completed across all project management process groups to formally close the project or a project phase. It establishes the procedures to coordinate activities needed to verify acceptance of project deliverables by the customer or sponsor and to investigate and document the reasons for actions taken if a project is terminated before completion. The final step in project closing is transferring lessons learned to the organization s knowledge base..1 management plan.2 Contract documentation.3 Enterprise environmental factors.4 Organizational process assets.5 Work performance information.6 Deliverables.1 Administrative closure procedure.2 Contract closure procedure.3 Final product, service, or result.4 Organizational process assets (updates) 4.7 Integration To Stakeholder Satisfaction Reviews From Integrated Change Control, Contract Admin.1 management methodology.2 management information system.3 Expert judgment ITTO Slide - 7 of 44 Scope Planning Defining and managing the project scope significantly influences the project s overall success. The development of the project scope management plan and the detailing of the project scope begin with analysis of information contained in the project charter, the preliminary project scope statement, the latest approved version of the project management plan, historical information contained in organizational process assets, and any relevant enterprise environmental factors..3 charter.4 Preliminary project scope statement.5 management plan.1 scope management plan 5.1 Scope To Scope Definition From Develop Charter, Scope Statement.1 Expert judgment.2 Templates, forms, standards ITTO Slide - 8 of 44

5 Scope Definition Preparation of a detailed project scope statement builds upon major deliverables, assumptions, and constraints documented during project initiation in the preliminary project scope statement. stakeholder needs, wants, and expectations, are analyzed and converted into requirements. Assumptions and constraints are analyzed for completeness, with new assumptions and constraints added as necessary. The project team and other stakeholders who have additional insights can prepare detailed analyses..1 Organizational process assets.2 charter.3 Preliminary project scope statement.4 scope management plan.5 Approved change requests.1 scope statement.2 Requested changes.3 scope management plan (updates) 5.2 Scope To Create Work Breakdown Structure From Scope Planning.1 Product analysis.2 Alternatives identification.3 Expert judgment.4 Stakeholder analysis ITTO Slide - 9 of 44 Create WBS The Work Breakdown Structure (WBS) organizes and defines the total scope of the project. It is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the deliverables. The WBS subdivides the project work into smaller, more manageable pieces. The work contained in the lowest-level WBS components, which are called work packages, can be scheduled, cost estimated, monitored, and controlled..1 Organizational process assets.2 scope statement.3 scope management plan.4 Approved change requests.1 scope statement (updates).2 Work breakdown structure.3 WBS dictionary.4 Scope baseline.5 scope management plan (updates).6 Requested changes 5.3 Scope To Scope Verification From Scope Definition.1 Work breakdown structure templates.2 Decomposition ITTO Slide - 10 of 44

6 Scope Verification Scope verification is the process of obtaining the stakeholder s formal acceptance of the completed project scope and associated deliverables. Verifying the project scope includes reviewing deliverables to ensure that each is completed satisfactorily. Scope verification differs from quality control in that scope verification is primarily concerned with acceptance of the deliverables, while quality control is primarily concerned with meeting quality requirements specified for the deliverables..1 scope statement.2 WBS dictionary.3 scope management plan.4 Deliverables.1 Accepted deliverables.2 Requested changes.3 Recommended corrective action 5.4 Scope To Scope Control, Integrated Change From Create Work Breakdown Structure.1 Inspection ITTO Slide - 11 of 44 Scope Control Scope control is concerned with influencing the factors that create project scope changes and controlling the impact of those changes. Scope control assures that all requested changes and recommended corrective actions are processed through project integrated change control. Change is inevitable, therefore some type of formal change control process is essential to reduce the negative impact of uncontrolled changes to scope sometimes referred to as scope creep..1 scope statement.2 Work breakdown structure.3 WBS dictionary.4 scope management plan.5 Performance reports.6 Approved change requests.7 Work performance information 5.5 Scope.1 scope statement (updates).2 Work breakdown structure (updates).3 WBS dictionary (updates).4 Scope baseline (updates).5 Requested changes.6 Recommended corrective action.7 Organizational process assets (updates).8 management plan (updates) To Integrated Change Control, Closing From Scope Verification, Performance Reporting.1 Change control system.2 Variance analysis.3 Replaning.4 Configuration management system ITTO Slide - 12 of 44

7 Activity Definition Defining schedule activities involves identifying and documenting the work that is planned to be performed. The process identifies deliverables at the lowest level in the WBS the work package. The work packages are decomposed into even smaller components called schedule activities to provide a basis for estimating, scheduling, executing, monitoring, and controlling the work. Implicit in this process is defining and planning the schedule activities such that the project objectives will be met..3 scope statement.4 Work breakdown structure.5 WBS dictionary.6 management plan.1 Activity list.2 Activity attributes.3 Milestone list.4 Requested changes 6.1 Time To Activity Sequencing, Change Control From Scope Definition, Create WBS, Develop Plan.1 Decomposition.2 Templates.3 Rolling wave planning.4 Expert judgment.5 Planning component ITTO Slide - 13 of 44 Activity Sequencing Activity sequencing involves identifying and documenting the logical relationships among schedule activities. Schedule activities can be logically sequenced with proper precedence relationships, as well as leads and lags to support later development of realistic and achievable project schedules. Precedence diagramming method (PDM) with rectangles to represent activities is used by most software. Arrow diagramming method (ADM) supports only finish-to-start dependencies and is used mostly for teaching theory..1 scope statement.2 Activity list.3 Activity attributes.4 Milestone list.5 Approved change requests.1 schedule network diagrams.2 Activity list (updates).3 Activity attributes (updates).4 Requested changes 6.2 Time To Resource Estimating, Change Control From Activity Definition.1 Precedence Diagramming Method (PDM).2 Arrow Diagramming Method (ADM).3 Schedule network templates.4 Dependency determination.5 Applying leads and lags ITTO Slide - 14 of 44

8 Activity Resource Estimating Estimating resource requirements involves determining what persons, equipment, material, etc. and what quantities of each will be used to complete scheduled activities. Among the challenges is determining when each resource will be available. The resource estimating process is closely coordinated with the cost estimating process. Schedule activities may have dependencies between them that can affect the application and use of resources..3 Activity list.4 Activity attributes.5 Resource availability.6 management plan.1 Activity resource requirements.2 Activity attributes (updates).3 Resource breakdown structure.4 Resource calendars (updates).5 Requested changes 6.3 Time To Duration Estimating, Change Control From Activity Sequencing.1 Expert Judgment.2 Alternatives analysis.3 Published estimating data.4 management software.5 Bottom-up estimating ITTO Slide - 15 of 44 Activity Duration Estimating Estimating schedule activity durations uses information on scope of work, required resource types, estimated resource quantities, and resource calendars with resource availabilities. originate from the person or group on the project team who is most familiar with the nature of the work content in the specific schedule activity. Duration estimates are progressively elaborated, and the process considers the quality and availability of input data..3 scope statement.4 Activity list.5 Activity attributes.6 Activity resource requirements.7 Resource calendars.8 management plan - Risk register - Activity cost estimates 6.4 Time.1 Activity duration estimates.2 Activity attributes (updates) To Schedule Development, Changes From Resource Estimating, Cost Estimating.1 Expert judgment.2 Analogous estimating.3 Parametric estimating.4 Three-point estimates.5 Reserve analysis ITTO Slide - 16 of 44

9 Schedule Development schedule development, an iterative process, determines planned start and finish dates for project activities. It can require that duration estimates and resource estimates are reviewed and revised to create an approved project schedule that can serve as a baseline against which progress can be tracked. Schedule development continues throughout the project as work progresses, the project management plan changes, and anticipated risk events or conditions occur or disappear as new risks are identified..1 Organizational process assets.2 scope statement.3 Activity list.4 Activity attributes.5 schedule network diagram.6 Activity resource requirements.7 Resource calendars.8 Activity duration estimates.9 management plan - Risk register 6.5 Time.1 schedule.2 Schedule model data.3 Schedule baseline.4 Resource requirements (updates).5 Activity attributes (updates).6 calendar (updates).7 Requested changes.8 management plan (updates) - Schedule management plan (updates) To Schedule Control, Change Control From Duration Estimating, Risk.1 Schedule network analysis.2 Critical path method.3 Schedule compression.4 What-if scenario analysis.5 Resource leveling.6 Critical chain method.7 management software.8 Applying calendars.9 Adjusting leads and lags.10 Schedule model ITTO Slide - 17 of 44 Schedule Control schedule control is concerned with determining the current status of the project schedule and influencing the factors that create schedule changes. It is also concerned with determining that the project schedule has changed and managing the actual changes as they occur. Progress reporting and current schedule status includes information such as actual start and finish dates, and the remaining durations for unfinished schedule activities..1 Schedule management plan.2 Schedule baseline.3 Performance reports.4 Approved change requests 6.6 Time.1 Schedule model data (updates).2 Schedule baseline (updates).3 Performance measurements.4 Requested changes.5 Recommended corrective actions.6 Organizational process assets (updates).7 Activity list (updates).8 Activity attributes (updates).9 management plan (updates) To Integrated Change Control, Closing From Schedule Development, Execution.1 Progress reporting.2 Schedule change control system.3 Performance measurement.4 management software.5 Variance analysis.6 Schedule comparison bar charts ITTO Slide - 18 of 44

10 Cost Estimating Estimating schedule activity costs involves developing an approximation of the costs of the resources needed to complete each schedule activity. In approximating costs, the estimator considers the possible causes of variation, including risk. Cost estimates typically are expressed in units of currency (dollars, euro, yen, etc.) to facilitate comparisons within and across projects. Cost estimates can benefit from refinement during the course of the project to reflect additional detail available..3 scope statement.4 Work breakdown structure.5 WBS dictionary.6 management plan - Schedule management plan - Staffing management plan - Risk register 7.1 Cost.1 Activity cost estimates.2 Activity cost estimate supporting detail.3 Requested changes.4 Cost management plan (updates) To Cost Budgeting, Change Control From Scope Definition, Create WBS.1 Analogous estimating.2 Determine resource cost rates.3 Bottom-up estimating.4 Parametric estimating.5 management software.6 Vendor bid analysis.7 Reserve analysis.8 Cost of quality ITTO Slide - 19 of 44 Cost Budgeting Cost budgeting involves aggregating the estimated costs of individual schedule activities or work packages to establish a total cost baseline for measuring project performance. The project scope statement provides a summary budget. However, schedule activity or work package cost estimates are prepared prior to detailed budget requests and work authorizations. contingency reserves are budgets reserved for unplanned, but potentially required, changes to project scope and cost..1 scope statement.2 Work breakdown structure.3 WBS dictionary.4 Activity cost estimates.5 Activity cost estimate supporting detail.6 schedule.7 Resource calendars.8 Contract.9 Cost management plan 7.2 Cost.1 Cost baseline.2 funding requirements.3 Cost management plan (updates).4 Requested changes To Cost Control, Change Control From Cost Estimating, Schedule Development.1 Cost aggregation.2 Reserve analysis.3 Parametric estimating.4 Funding limit reconcilliation ITTO Slide - 20 of 44

11 Cost Control cost control includes influencing the factors that create changes to the cost baseline, ensuring that disposition of requested changes are agreed upon, managing the actual changes when and as they occur, and assuring that potential cost overruns do not exceed the authorized funding by period and in total for the project. cost control also includes monitoring cost performance to detect and understand variances from the cost baseline..1 Cost baseline.2 funding requirements.3 Performance reports.4 Work performance information.5 Approved change requests.6 management plan 7.3 Cost.1 Cost estimate (updates).2 Cost baseline (updates).3 Performance measurements.4 Forecasted completion.5 Requested changes.6 Recommended corrective actions.7 Organizational process assets (updates).8 management plan (updates) To Monitor and Control, Close From Cost Budgeting, Execution.1 Cost change control system.2 Performance measurement analysis.3 Forecasting.4 performance reviews.5 management software.6 Variance management ITTO Slide - 21 of 44 Quality Planning Quality planning involves identifying which quality standards are relevant to the project and determining how to satisfy them. It is one of the key processes during development of the project management plan and should be performed in parallel with the other planning processes. One of the fundamental tenets of modern quality management is that quality is planned, designed, and built into the final product or service not inspected into it..3 scope statement.4 management plan.1 Quality management plan.2 Quality metrics.3 Quality checklists.4 Process improvement plan.5 Quality baseline.6 management plan (updates) 8.1 Quality To Perform Quality Assurance From Develop Plan, Scope Definition.1 Cost-benefit analysis.2 Benchmarking.3 Design of experiments.4 Cost of quality (COQ).5 Additional quality planning tools ITTO Slide - 22 of 44

12 Perform Quality Assurance Quality assurance (QA) is the application of planned, systematic quality activities to ensure that the project will employ processes needed to meet requirements. QA support, regardless of the unit s title, may be provided to the project team, the management of the performing organization, the customer or sponsor, as well as other stakeholders not actively involved in the work of the project. QA also provides an umbrella for continuous process improvement..1 Quality management plan.2 Quality metrics.3 Process improvement plan.4 Work performance information.5 Approved change requests.6 Quality control measurements.7 Implemented change requests.8 Implemented corrective actions.9 Implemented defect repair.10 Implemented preventive actions 8.2 Quality.1 Requested changes.2 Recommended corrective actions.3 Organizational process assets (updates).4 management plan (updates) To Perform Quality Control From Quality Planning, Execution.1 Quality planning tools and techniques.2 Quality audits.3 Process analysis.4 Quality control tools and techniques ITTO Slide - 23 of 44 Perform Quality Control quality control (QC) involves monitoring specific project results to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results. QC should be performed throughout the project. quality standards include project processes and project goals. results include deliverables and project management results, such as cost and schedule performance..1 Quality management plan.2 Quality metrics.3 Quality checklists.4 Organizational process assets.5 Work performance information.6 Approved change requests.7 Deliverables 8.3 Quality.1 Quality control measurements.2 Validated defect repair.3 Quality baseline (updates).4 Recommended corrective actions.5 Recommended preventive actions.6 Requested changes.7 Recommended defect repair.8 Organization process assets (updates).9 Validated deliverables.10 management plan (updates) To Integrated Change Control, Closing From Quality Assurance, Execution.1 Cause and effect diagram.2 Control charts.3 Flowcharting.4 Histogram.5 Pareto chart.6 Run chart.7 Scatter diagram.8 Statistical sampling.9 Inspection.10 Defect repair review ITTO Slide - 24 of 44

13 Human Resource Planning human resource planning creates a staffing management plan and determines project roles, responsibilities, and reporting relationships. The staffing management plan includes how and when project team members will be acquired, criteria for releasing them from the project, identification of training needs, plans for recognition and rewards, compliance considerations, safety issues, and the impact of the staffing management plan on the organization..3 management plan - Activity resource requirements.1 Roles and responsibilities.2 organization charts.3 Staffing management plan 9.1 Human Resource To Acquire Team From Activity Resource Estimating, Plan.1 Organization charts and position descriptions.2 Networking.3 Organizational theory ITTO Slide - 25 of 44 Acquire Team Acquiring a project team is the process of obtaining the human resources needed to complete the project. The project management team may not have control over team members selected for a project. Team members are drawn from all available sources, and one or more of the organizations involved in the project may have policies, guidelines, or procedures governing staff assignments. The staffing management plan, along with the project schedule, identifies the time periods each project team member will be needed..3 Roles and responsibilities.4 organization charts.5 Staffing management plan.1 staff assignments.2 Resource availability.3 Staffing management plan (updates) 9.2 Human Resource To Develop Team From Human Resource Planning.1 Pre-assignment.2 Negotiation.3 Acquisition.4 Virtual teams ITTO Slide - 26 of 44

14 Develop Team Developing the project team improves competencies and interaction of team members to enhance project performance. Objectives include improving the skills of team members in order to increase their ability to complete project activities and improving feelings of trust and cohesiveness among team members in order to raise productivity through greater teamwork. Team development efforts have greater benefit when conducted early, but should take place throughout the project life cycle..1 staff assignments.2 Staffing management plan.3 Resource availability.1 Team performance assessment 9.3 Human Resource To Manage Team From Acquire Team.1 General management skills.2 Training.3 Team-building activities.4 Ground rules.5 Co-location.6 Recognition and rewards ITTO Slide - 27 of 44 Manage Team Managing the project team involves tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance. The project management team observes team behavior, manages conflict, resolves issues, and appraises team member performance. of the project team is complicated in a matrix organization. with members are accountable to both a functional manager and the project manager..1 Organizational process assets.2 staff assignments.3 Roles and Responsibilities.4 organization charts.5 Staffing management plan.6 Team performance assessment.7 Work performance information.8 Performance reports 9.4 Human Resource.1 Requested changes.2 Recommended corrective actions.3 Recommended preventive actions.4 Organizational process assets (updates).5 management plan (updates) To Integrated Change Control, Closing From Develop Team. Execution.1 Observation and conversation.2 performance appraisals.3 Conflict management.4 Issue log ITTO Slide - 28 of 44

15 Communications Planning The communications planning process determines the information and communications needs of project stakeholders; for example, who needs what information, when they will need it, how it will be given to them, and by whom. While all projects share the need to communicate project information, informational needs and methods of distribution vary widely. The majority of communications planning is done as part of the earliest project phases and revised as needed to ensure continued applicability..3 scope statement.4 management plan -Constraints - Assumptions.1 Communications management plan 10.1 Communications To Information Distribution From Scope Definition, Develop Plan.1 Communications requirements analysis.2 Communications technology ITTO Slide - 29 of 44 Information Distribution Information distribution involves making information available to project stakeholders in a timely manner. It includes implementing the communications management plan, as well as responding to unexpected requests for information. Communications skills are part of general management skills and are used ensure that the right persons get the right information at the right time, as defined in the communications management plan. General management skills also include the art of managing expectations..1 Communications management plan.1 Organizational process assets (updates).2 Requested changes 10.2 Communications To Performance Reporting From Communications Planning.1 Communications skills.2 Information gathering and retrieval system.3 Information distribution methods.4 Lessons learned process ITTO Slide - 30 of 44

16 Performance Reporting Performance reporting involves collection of baseline data and distribution of performance information to stakeholders. It includes how resources are being used to achieve project objectives. Performance reporting generally should provide information on scope, schedule, cost, and quality. Many projects also require information on risk and procurement. Information typically is gathered and compiled from a variety of sources. Status review meetings can be used to exchange views on project issues..1 Work performance information.2 Performance measurements.3 Forecasted completion.4 Quality control measurements.5 management plan - Performance measurement baseline.6 Approved change requests.7 Deliverables 10.3 Communications.1 Performance reports.2 Forecasts.3 Requested changes.4 Recommended corrective actions.5 Organizational process assets (updates) To Manage Stakeholders, Control From Information Distribution, Execution.1 Information presentation tools.2 Performance information gathering and compilation.3 Status review meetings.4 Time reporting systems.5 Cost reporting systems ITTO Slide - 31 of 44 Manage Stakeholders Stakeholder management refers to managing communications to satisfy needs resolve issues with project stakeholders. Actively managing these relationships increases the likelihood that the project will not veer off track due to unresolved stakeholder issues, enhances the ability of the team members to operate synergistically, and limits disruptions during the project. managers usually are responsible for all stakeholder relationships, and face-to-face meetings often work best with key stakeholders..1 Communications management plan.1 Resolved issues.2 Approved change requests.3 Approved corrective actions.4 Organizational process assets (updates).5 management plan (updates) 10.4 Communications To Manage Stakeholders, Closing From Performance Reporting.1 Communications methods.2 Issue logs ITTO Slide - 32 of 44

17 Risk Planning Risk management planning is the process of deciding how to approach and conduct the risk management activities for a project. It is important to ensure that the level, type, and visibility of risk management are commensurate with both the risk and importance of the project to the organization, to provide sufficient resources and time for risk management activities, and to establish an agreedupon basis for evaluating risks. Risk management planning should be completed early during project planning..2 Organization process assets.3 scope statement.4 management plan.1 Risk management plan 11.1 Risk To Risk Identification From Scope Definition, Develop Plan.1 Planning meetings and analysis ITTO Slide - 33 of 44 Risk Identification Risk identification determines which risks might affect the project and documents their characteristics. All persons associated with a project should be encouraged to identify risks. New risks may become known as a project progresses through its life cycle. It is important to have to have the project team involved in the identification process so that they can develop and maintain a sense of ownership of, and responsibility for, the project risks and associated risk response actions..3 scope statement.4 Risk management plan.5 management plan.1 Risk register Risk To Qualitative Risk Analysis From Risk Planning.1 Documentation reviews.2 Information gathering techniques.3 Checklist analysis.4 Assumptions analysis.5 Diagramming techniques ITTO Slide - 34 of 44

18 Qualitative Risk Analysis Qualitative risk analysis includes methods for prioritizing identified risks for further action, such as quantitative risk analysis. The organization can improve project performance by focusing on high-priority risks. Qualitative risk analysis assesses the priority of identified risks using their probability of occurring, the corresponding impact on project objectives if the risks occur, as well as other factors such as the time frame for risk response planning and the risk tolerance of stakeholders..1 Organizational process assets.2 scope statement.3 Risk management plan.4 Risk register.1 Risk register (updates) 11.3 Risk To Quantitative Risk Analysis From Risk Identification.1 Risk probability and impact assessment.2 Probability and impact matrix.3 Risk data quality assessment.4 Risk categorization.5 Risk urgency assessment ITTO Slide - 35 of 44 Quantitative Risk Analysis Quantitative risk analysis is performed on risks that have been prioritized by the qualitative risk analysis process as potentially and substantially impacting the project s competing demands. Quantitative risk analysis assigns a numerical rating to risks and applies quantitative approaches to making decisions in the presence of uncertainty using such techniques as Monte Carlo simulation and decision tree analysis. Quantitative risk analysis should be repeated after response planning to update the risk profile..1 Organizational process assets.2 scope statement.3 Risk management plan.4 Risk register.5 management plan - schedule management plan - cost management plan 11.4 Risk.1 Risk register (updates) To Risk Response Planning From Qualitative Risk Analysis, Plans.1 Data gathering and representation techniques.2 Quantitative risk analysis and modeling techniques ITTO Slide - 36 of 44

19 Risk Response Planning Risk response planning is the process of developing options and determining actions to enhance opportunities and reduce threats to the project s objectives. It follows qualitative and quantitative risk analysis and includes identification and assignment of one or more persons (the risk response owner ) to take responsibility for each agreed-to and funded risk response. Response planning addresses risks by their priority, inserting resources and activities into the budget, schedule, and plan as needed..1 Risk management plan.2 Risk register.1 Risk register (updates).2 management plan (updates).3 Risk-related contractual agreements 11.5 Risk To Risk Monitoring and Control From Quantitative Risk Analysis.1 Strategies for negative risk or threats.2 Strategies for positive risks or opportunities.3 Strategy for both threats and opportunities.4 Contingent response strategy ITTO Slide - 37 of 44 Risk Monitoring and Control Risk monitoring and control is the process of identifying, analyzing, and planning for newly arising risks, keeping track of identified risks and those on watch lists, reanalyzing existing risks, monitoring trigger conditions for contingency plans, monitoring residual risks, and reviewing the execution of risk responses while evaluating their effectiveness. Other purposes include determining if the project assumptions are still valid, the risk profile has changed, policies are being followed, or reserves should be modified..1 Risk management plan.2 Risk register.3 Approved change requests.4 Work performance information.5 Performance reports.1 Risk register (updates).2 Requested changes.3 Recommended corrective actions.4 Recommended preventive actions.5 Organizational process assets (updates).6 management plan (updates) 11.6 Risk To Integrated Change Control, Closing From Risk Response Planning, Execution.1 Risk reassessment.2 Risk audits.3 Variance and trend analysis.4 Technical performance measurement.5 Reserve analysis.6 Status meetings ITTO Slide - 38 of 44

20 Plan Purchases and Acquisitions The plan purchases and acquisitions process identifies which project needs can best be met by purchasing or acquiring products, services, or results outside the project organization, and which project needs can best be accomplished by the project team during project execution. The process involves consideration of whether, how, what, how much, and when to acquire. The process also includes consideration of potential sellers (suppliers), particularly if the buyer wishes to exercise some control over contracting..3 scope statement.4 Work breakdown structure.5 WBS dictionary.6 management plan - Risk register, schedule - Risk-related contractual agreements, Cost baseline - Resource requirements - Activity cost estimates 12.1 Procurement.1 Procurement management plan.2 Contract statement of work.3 Make-or-buy decisions.4 Requested changes To Plan Contracting From Scope, Schedule, Cost, Risk Plans.1 Make-or-buy analysis.2 Expert judgment.3 Contract types ITTO Slide - 39 of 44 Plan Contracting The plan contracting process prepares the documents needed to support the request seller responses process and select sellers process. Documents typically are prepared from forms that include standard contracts, standard descriptions of procurement items, non-disclosure agreements, proposal evaluation criteria checklists, or standardized versions of all parts of the needed bid documents. Buyers structure documents to facilitate accurate and complete responses from sellers and for easy evaluation..1 Procurement management plan.2 Contract statement of work.3 Make-or-buy decisions.4 management plan - Risk register - Risk-related contractual agreements - Resource requirements - schedule - Activity cost estimate - Cost baseline 12.2 Procurement.1 Procurement documents.2 Evaluation criteria.3 Contract statement of work (updates) To Request Seller Responses From Plan Purchases and Acquisitions.1 Standard forms.2 Expert Judgment ITTO Slide - 40 of 44

21 Request Seller (Supplier) Responses Requesting seller (supplier) responses obtains responses such as bids and proposals, from prospective sellers on how the project requirements can be met. Prospective sellers, normally at no direct cost to the project or buyer, expend most of the effort in this process. Some organizations, as part of their organizational process assets, maintain lists or files with information on prospective and previously qualified sellers, sometimes called bidders, who can be asked to bid, propose, or quote on work..1 Organizational process assets.2 Procurement management plan.3 Procurement documents.1 Qualified sellers list.2 Procurement document package.3 Proposals 12.3 Procurement To Select Sellers From Plan Contracting.1 Bidder conferences.2 Advertising.3 Develop qualified sellers list ITTO Slide - 41 of 44 Select Sellers (Suppliers) The select sellers (suppliers) process receives bids or proposals and applies evaluation criteria, as applicable, to select one or more sellers who are both qualified and acceptable as a seller. Many factors can be evaluated in the selection process. Price or cost can be the primary determinant for an off-the-shelf item, the lowest proposed price may not be the lowest cost if the seller proves to be unreliable. Proposals are often separated into technical (approach) and commercial (price) categories for separate evaluation..1 Organizational process assets.2 Procurement management plan.3 Evaluation criteria.4 Procurement document package.5 Proposals.6 Qualified sellers list.7 management plan - Risk register - Risk-related contractual agreements 12.4 Procurement.1 Selected sellers.2 Contract.3 Contract management plan.4 Resource availability.5 Procurement management plan (updates).6 Requested changes To Contract Administration, Control From Request Seller Responses, Risk Planning.1 Weighting system.2 Independent estimates.3 Screening system.4 Contract negotiation.5 Seller rating systems.6 Expert judgment.7 Proposal evaluation techniques ITTO Slide - 42 of 44

22 Contract Administration Both buyers and sellers administer the contract for similar purposes. Each party ensures that both it and the other party meet their contractual obligations and that their own legal rights are protected. On large projects with multiple products, services, and results providers, a key aspect becomes managing interfaces among the various providers. Because of the legal considerations involved, many selling organizations treat contract administration as an administrative function separate from the project organization..1 Contract.2 Contract management plan.3 Selected sellers.4 Performance reports.5 Approved change requests.6 Work performance information.1 Contract documentation.2 Requested changes.3 Recommended corrective action.4 Organizational process assets (updates).5 management plan (updates) - Procurement management plan - Contract management plan 12.5 Procurement To Change Control, Contract Closure From Select Sellers, Manage Execution.1 Contract change control system.2 Buyer-conducted performance review.3 Inspections and audits.4 Performance reporting.5 Payment system.6 Claims administration.7 Records management system.8 Information technology ITTO Slide - 43 of 44 Contract Closure The contract closure process supports the project closing process since it involves verification that all work and deliverables were acceptable to the customer. It also involves administrative activities such as updating records to reflect final results and archiving such information for future use. In a multi-phase project, the term of a contract may only be applicable to a given project phase. Early termination of a contract is a special case of contract closure that can result from mutual agreement or default..1 Procurement management plan.2 Contract management plan.3 Contract documentation.4 Contract closure procedure.1 Closed contracts.2 Organization process assets (updates) 12.6 Procurement To Close From Contract Administration.1 Procurement audits.2 Records management system ITTO Slide - 44 of 44

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