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PMP Exam > Inputs & Outputs > Flashcards

Inputs & Outputs Flashcards

1
Q

Activities List

A

separate from the WBS, it provides a name and description of each activity (scope of work), its relationship with other activities, resource requirements, imposed dates, and its identifier number; also lists leads and lags

  • Input to:
    • Schedule: Sequence Project Activities
    • Schedule: Estimate Activity Durations: might include the time required for leads and lags
    • Schedule: Develop Schedule
    • Resources: Estimate Activity Resources
  • Output of:
    • Schedule: Define Activities
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2
Q

Agreements

A
  • Input to:
    • Scope: Collect Requirements: if the project includes procurements, the requirements of the buyers are documented in the contracts; any agreed-upon requirements included in letters of agreements within organizations
    • Integration Management: Monitor and Control Project Work
    • Cost: Determine Budget
    • Risk: Identify Risks
    • Procurement: Conduct Procurements
    • Procurement: Control Procurements
    • Stakeholder: Plan Stakeholder Engagement
  • Output of:
    • ?
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3
Q

Assumption Log

A
  • documents assumptions and constraints
  • first developed with project charter and then updated throughout
  • Input to:
    • Integration Management: Manage Project Knowledge
    • Integration Management: Monitor and Control Project Work
    • Integration Management: Close Project or Phase
    • Scope: Collect Requirements: contains stakeholders’ assumptions about the requirements
    • Scope: Define Scope
    • Schedule: Sequence Project Activities
    • Schedule: Estimate Activity Durations: identify risks about estimates based on assumptions
    • Schedule: Develop Schedule
    • Quality: Plan Quality Management
    • Resources: Estimate Activity Resources
    • Risk: Identify Risks
    • Risk: Perform Qualitative Risk Analysis
    • Risk: Perform Quantitative Risk Analysis
    • Procurement: Control Procurements
    • Stakeholder: Plan Stakeholder Engagement
  • Output of:
    • Integration Management: Develop Project Charter
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4
Q

Basis of Estimates

A

explanation of how estimates were derived

  • Input to:
    • Integration Management: Manage Project Knowledge
    • Integration Management: Monitor and Control Project Work
    • Integration Management: Perform Integrated Change Control
    • Integration Management: Close Project or Phase
    • Schedule: Develop Schedule
    • Cost: Determine Budget
    • Risk: Identify Risks
    • Risk: Perform Quantitative Risk Analysis
  • Output of:
    • Schedule: Estimate Activity Durations
    • Cost: Estimate Costs
    • Resources: Estimate Activity Resources
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5
Q

Benefits Management Plan

A
  • written and maintained by project sponsor and outlines
    • intended benefits and business value the project will bring about
    • how the benefits will be measured
    • how they will be obtained, usually in financial terms
    • benefits owner and who will track, monitor, and document them
    • assumptions
    • risks
    • updated iteratively throughout project life cycle
  • Input to:
    • Integration Management: Create Project Charter
    • Integration Management: Close Project or Phase: evalauate and report on benefits delivery
    • Cost: Determine Budget: helps finalize the budget to maximize ROI
    • Procurement: Plan Procurement Management
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6
Q

Business Case

A
  • business case is an economic feasibility study written by the project sponsor
  • outside of project scope
  • often preceded by a needs assessment
  • description of project
  • business need/demand/opportunity
  • high-level scope
  • alignment with strategy
  • high-level risks
  • high-level critical success factors
  • Input to:
    • Integration Management: Create Project Charter
    • Integration Management: Develop the Project Management Plan
    • Integration Management: Close Project or Phase: validate that it was fulfilled
    • Scope: Collect Requirements
    • Cost: Determine Budget: describes the financial gains expected from project
    • Procurement: Plan Procurement Management
    • Stakeholder: Identify Stakeholders
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7
Q

Change Log

A

a type of documentation that contains the list of changes that are made during the entire project management design; tracks the progress of each change based on its review, approval (or rejection), implementation, and closure

  • Input to:
    • Integration Management: Close Project or Phase: evaluate the number of changes and the impact of those changes on the project
    • Communications: Manage Communications
    • Stakeholder: Identify Stakeholders
    • Stakeholder: Plan Stakeholder Engagement
    • Stakeholder: Manage Stakeholder Engagement
  • Output of:
    • Integration Management: Direct and Manage Project Work
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8
Q

Change Management Plan

A
  • defines change control procedures
  • defines approval levels for authorization
  • designates board for change control and their roles and responsibilities
  • makes plan for monitoring and controlling change
  • designates who should attend change meetings (perhaps not just change control board)
  • tools for tracking change
  • Input to:
    • Integration Management: Perform Integrated Change Control
    • Scope: Control Scope
    • Procurement: Control Procurements
    • Stakeholder: Manage Stakeholder Engagement
  • Output of:
    • Integration Management: Develop Project Management Plan
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9
Q

Configuration Management Plan

A
  • plan that details how information about the items (products of the scope) of the project will be recorded and updated
  • defines version control of deliverables
  • defines how changes will be made to documentation
  • Input to:
    • Integration Management: Perform Integrated Change Control
    • Scope: Control Scope
    • Procurement: Conduct Procurements
  • Output of:
    • Scope: Plan Scope Management
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10
Q

Cost Baseline

A

time-phased cost budget; determines how money will be spent and includes all funding requirements; used to measure performance of project manager and team; typically shown as an S curve: top of curve represents end of project and we are out of time and money; shows cash flows; three lines – cost baseline, actual cost, and expenditures

  • Input to:
    • Integration Management: Perform Integrated Change Control
    • Cost: Control Costs
    • Resources: Acquire Resources
    • Risk: Identify Risks
    • Risk: Perform Quantitative Risk Analysis
    • Risk: Plan Risk Responses
    • Risk: Manage Risks
    • Procurement: Conduct Procurements
  • Output of:
    • Cost: Determine Budget
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11
Q

Cost Estimates

A

includes direct project, such as physical spaces, labor, materials, and quality efforts, and indirect project costs, such as taxes and fringe benefits; project management costs should be included in estimates

  • Input to:
    • Cost: Determine Budget
    • Resources: Estimate Activity Resources
    • Risk: Identify Risks
    • Risk: Perform Quantitative Risk Analysis
  • Output of:
    • Cost: Estimate Costs
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12
Q

Cost Forecast

A

report generated by project manager with information generated by earned value management techniques

  • Input to:
    • Integration Management: Manage Project Knowledge
    • Integration Management: Monitor and Control Project Work
    • Risk: Identify Risks
    • Risk: Perform Quantitative Risk Analysis
  • Output of:
    • Cost: Control Costs
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13
Q

Cost Management Plan

A

project management subsidary plan that includes

  • specifications for how estimates should be stated (currency)
  • levels of accuracy and precision needed for estimates
  • approved estimating techniques
  • reporting formats
  • rules for measuring performance
  • whether or not indirect costs, like overhead, will be included
  • guidelines to establish cost baseline
  • control thresholds (if costs are higher than expected, at what point do you take action?)
  • cost change control procedures
  • control accounts or other ways to monitor spending on the project
  • funding decisions
  • methods for documenting costs
  • guidelines for dealing with potential fluctuations in resource costs and exchange rates
  • roles and responsibilities of cost activities
  • Input to:
    • Cost: Estimate Costs
    • Cost: Determine Budget
    • Cost: Control Costs
    • Risk: Identify Risks
  • Output of:
    • Cost: Plan Cost Management
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14
Q

Deliverables

A
  • the things your project requirement
  • output of work
  • unique and verifiable product, result, or capability AND components of the project management plan AND anything that comes as a result of the project work, even if customer doesn’t get it
  • any changes to deliverable after the first version requires change control
  • Input to:
    • Integration Management: Manage Project Knowledge
    • Integration Management: Close Project or Phase
    • Scope: Validate Scope (Verified Deliverables): after deliverables have been verified for quality, the customer can validate and hopefully accept them
    • Quality: Control Quality
  • Output of:
    • Integration Management: Direct and Manage Project Work
    • Scope: Validate Scope (Accepted Deliverables)
    • Quality: Control Quality (Verified Deliverable)
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15
Q

Duration Estimates

A

estimates for all project activities – apportioned effort, level of effort, and discrete effort

  • Input to:
    • Schedule: Estimate Activity Durations
    • Risk: Identify Risks
    • Risk: Perform Quantitative Risk Analysis
  • Output of:
    • Schedule: Estimate Activity Durations
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16
Q

Issue Log

A

a simple list or spreadsheet that helps managers track the issues that arise in a project and prioritize a response to them; it includes

  • issue type
  • who raised the issue and when
  • issue description
  • priority
  • issue owner: who is assigned to handle the issue
  • target resolution date
  • status
  • outcome
  • Input to:
    • Integration Management: Manage Project Knowledge
    • Integration Management: Monitor and Control Project Work
    • Integration Management: Close Project or Phase
    • Resources: Manage Team
    • Communications: Manage Communications
    • Communications: Monitor Communications: allows you to capture and communication about issues so you’re handling them proactively rather than reactively with the goal of preventing problems and unnecessary changes
    • Risk: Identify Risks
    • Risk: Monitor Risks
    • Stakeholder: Identify Stakeholders
    • Stakeholder: Plan Stakeholder Engagement
    • Stakeholder: Manage Stakeholder Engagement
    • Stakeholder: Monitor Stakeholder Engagement
  • Output of:
    • Integration Management: Direct and Manage Project Work
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17
Q

Lessons Learned Register

A
  • project document used to record knowledge gained during a project so that it can be used in the current project and entered into the lessons learned repository for future projects
  • final versions archived during closing
  • Input to:
    • Integration Management: Direct and Manage Project Work
    • Integration Management: Monitor and Control Project Work
    • Integration Management: Close Project or Phase: index and archive in knowledge repository
    • Scope: Collect Requirements
    • Scope: Validate Scope
    • Scope: Control Scope
    • Schedule: Estimate Activity Durations
    • Schedule: Develop Schedule
    • Schedule: Control Schedule
    • Cost: Estimate Costs
    • Cost: Control Costs
    • Quality: Manage Quality
    • Quality: Control Quality
    • Resources: Develop Team
    • Resources: Manage Team
    • Communications: Manage Communications
    • Communications: Monitor Communications
    • Risk: Identify Risks
    • Risk: Plan Risk Responses
    • Risk: Manage Risks
    • Risk: Implement Risk Responses
    • Risk: Monitor Risks
    • Procurement: Conduct Procurements
    • Procurement: Control Procurements
    • Stakeholder: Manage Stakeholder Engagement
    • Stakeholder: Monitor Stakeholder Engagement
  • Output of:
    • Integration Management: Manage Project Knowledge
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18
Q

Milestone List

A

list of significant events within project schedule; list does not include duration of events; up triangle is planned, down triangle is actual, line between shows the variance

  • Input to:
    • Integration Management: Direct and Manage Project Work
    • Integration Management: Manage Project Knowledge
    • Integration Management: Monitor and Control Project Work
    • Integration Management: Close Project or Phase
    • Schedule: Sequence Project Activities
    • Schedule: Estimate Activity Durations
    • Schedule: Develop Schedule
    • Risk: Identify Risks
    • Risk: Perform Quantitative Risk Analysis
    • Procurement: Plan Procurement Management
    • Procurement: Control Procurements
  • Output of:
    • Schedule: Define Activities
19
Q

Project Calendars

A

calendar that identifies working days and shifts that are available for scheduled activities or calendar or resources that are available for scheduled activities

  • Input to:
    • Schedule: Control Schedule
  • Output of:
    • Schedule: Develop Schedule
20
Q

Project Charter

A
  • high level project plan to assess feasibility
  • detailed planning does not happen until after the project is signed
  • includes
    • description of project
    • defines key roles and authority of those in the roles
    • business case
    • gives budget authority
    • pre-assigned resources
    • stakeholder list
    • highlight assumptions and constraints
    • high-level product description/deliverables
    • measurable project objectives
    • project approval requirements
    • risks
    • exit criteria
  • Input to:
    • Integration Management: Develop the Project Management Plan
    • Integration Management: Close Project or Phase: confirm the exit criteria were met
    • Scope: Plan Scope Management: provides the high-level scope
    • Scope: Collect Requirements: this process takes the high-level requirements described in the charter and elaborates on them and adds to them
    • Scope: Define Scope
    • Schedule: Plan Schedule Management
    • Cost: Plan Cost Management: provides the predefined budget
    • Quality: Plan Quality Management
    • Communications: Plan Communications Management
    • Risk: Plan Risk Management
    • Risk: Identify Risks
    • Procurement: Plan Procurement Management
    • Stakeholder: Identify Stakeholders
    • Stakeholder: Plan Stakeholder Engagement
  • Output of:
    • Integration Management: Develop Project Charter
21
Q

Project Funding Requirements

A

helps determine when we will be spending money; maps costs to schedule; often introduces step funding requirements

  • Input to:
    • Cost: Control Costs
  • Output of:
    • Cost: Determine Budget
22
Q

Project Management Plan

A
  • project manager, team, customers, and management participate
  • knowledge area plans
  • requirements management plan
  • configuration management plan
  • change management plan
  • baselines
  • Output of:
    • Develop Project Management Plan
23
Q

Project Schedule

A

output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources

  • Input to:
    • Integration Management: Direct and Manage Project Work
    • Schedule: Control Schedule
    • Cost: Estimate Costs
    • Cost: Determine Budget
    • Resources: Plan Resource Management
    • Resources: Acquire Resources
    • Resources: Develop Team
    • Risk: Plan Risk Responses
    • Risk: Manage Risks
    • Procurement: Conduct Procurements
    • Stakeholder: Plan Stakeholder Engagement
  • Output of:
    • Schedule: Develop Schedule
24
Q

Project Team Assignments

A
  • Input to:
    • Schedule: Estimate Activity Durations: the number and experience level of individuals who have been committed to the project
    • Schedule: Develop Schedule
    • Resources: Develop Team
  • Output of:
    • Resources: Acquire Team
25
Q

Quality Reports

A

interprets and documents results of manage quality and control quality activities

  • Input to:
    • Integration Management: Manage Project Knowledge
    • Integration Management: Monitor and Control Project Work
    • Integration Management: Close Project or Phase
    • Scope: Validate Scope: review quality reports to improve the porcess of validating deliverables
    • Communications: Manage Communications
    • Procurement: Control Procurements
  • Output of:
    • Quality: Manage Quality
26
Q

Requirements Management Plan

A
  • defining and planning for stakeholders’ needs, wants, and expectations
  • defines methods to identify requirements and how to prioritize, manage, and track changes to them, how metrics will be used, and what to include in the requirements traceability matrix
  • Input to:
    • Integration Management: Close Project or Phase
    • Scope: Collect Requirements
    • Scope: Define Scope
    • Scope: Create WBS
    • Scope: Validate Scope: demonstrate how requirements have been validated with customer
    • Scope: Control Scope
    • Quality: Plan Quality Management
    • Resources: Plan Resource Management
    • Communications: Plan Communications Management
    • Risk: Identify Risks
    • Procurement: Conduct Procurements
    • Procurement: Control Procurements
    • Stakeholder: Identify Stakeholders
  • Output of:
    • Scope: Plan Scope Management
27
Q

Requirements Traceability Matrix (RTM)

A

links requirements to the objectives and other requirements to ensure strategic goals are accomplished; used throughout the project in analyzing proposed changes; includes requirement identification numbers, source of requirement, who is assigned to manage requirement, status of requirement

  • Input to:
    • Integration Management: Direct and Manage Project Work
    • Integration Management: Perform Integrated Change Control
    • Scope: Define Scope
    • Scope: Create WBS
    • Scope: Validate Scope: demonstrate how requirements have been validated with customer
    • Scope: Control Scope
    • Quality: Plan Quality Management
    • Resources: Plan Resource Management
    • Risk: Identify Risks
    • Procurement: Plan Procurement Management
    • Procurement: Control Procurements

Output of

  • Output of:
  • Scope: Collect Requirements
28
Q

Resource Breakdown Structure (RBS)

A
  • hierarchal breakdown of resources by category
  • Input to:
    • Integration Management: Manage Project Knowledge
    • Schedule: Estimate Activity Durations: categories of resources required for the project
  • Output of:
    • Resources: Estimate Activity Resources
29
Q

Resource Calendar

A

calendar of when resources are available; different from the project calendar because that’s a calendar of when the work is going to happen

  • Input to:
    • Schedule: Estimate Activity Durations: when key resources with specialized skills needed for project activities will be available; might need to add extra time to some activity estimates if they are unavailable
    • Schedule: Develop Schedule
    • Schedule: Control Schedule
    • Resources: Estimate Activity Resources
    • Resources: Acquire Resources
    • Risk: Identify Risks
    • Risk: Plan Risk Responses
    • Risk: Manage Risks
  • Output of:
    • Resources: Acquire Resources
30
Q

Resource Management Plan

A

a plan for how and when resources will be added, managed, and released; includes resource requirements, roles and responsibilities, organizational charts, process for acquiring human resources, training and team development strategies, how team members will be recognized for good work, team charter, and ground rules for meetings, communication, compliance, and safety; defines training needs

  • Input to:
    • Cost: Determine Budget
    • Resources: Estimate Activity Resources
    • Resources: Acquire Resources
    • Resources: Develop Team
    • Resources: Manage Team
    • Communications: Plan Communications Management
    • Communications: Manage Communications
    • Risk: Identify Risks
    • Risk: Plan Risk Responses
    • Risk: Manage Risks
    • Procurement: Plan Procurement Management
    • Stakeholder: Plan Stakeholder Engagement
    • Stakeholder: Monitor Stakeholder Engagement
  • Output of:
    • Resources: Plan Resource Management
31
Q

Resource Requirements

A
  • Input to:
    • Schedule: Estimate Activity Durations: understand the skill levels of resources required to perform specific project work
    • Schedule: Develop Schedule:
    • Cost: Estimate Costs
    • Resources: Plan Resource Management
    • Resources: Acquire Resources
    • Risk: Identify Risks
    • Risk: Perform Quantitative Risk Analysis
    • Procurement: Plan Procurement Management
  • Output of:
    • Resources: Estimate Activity Resources
32
Q

Risk Register

A
  • one document for the entire risk management process that will be constantly updated with information as the risk management processes are completed
  • included in historical records to be used by future projects
  • it starts with just the list of risks, who owns them, potential responses, root causes, potential impact, and when the risks could occur
  • it is updated during the qualitative analysis process by rating the current project’s risk level against other risks
  • it is also updated in quantitative risk analysis by assigning numerical values to the risks and prioritizing them; in plan risk responses
  • it is updated with residual risks, contingency plans, fallback plans, and risk owners
  • it is updated also in monitor risks with the outcomes of risk assessments and audits and results of implemented risk responses
  • Input to:
    • Integration Management: Manage Project Knowledge
    • Integration Management: Monitor and Control Project Work
    • Integration Management: Close Project or Phase: confirm risks were managed successfully
    • Scope: Define Scope
    • Schedule: Develop Schedule
    • Schedule: Estimate Activity Durations
    • Cost: Estimate Costs
    • Cost: Determine Budget
    • Quality: Plan Quality Management
    • Resources: Estimate Activity Resources
    • Resources: Plan Resource Management
    • Risk: Perform Qualitative Risk Analysis
    • Risk: Perform Quantitative Risk Analysis
    • Risk: Plan Risk Responses
    • Risk: Manage Risks
    • Risk: Implement Risk Responses
    • Risk: Monitor Risks
    • Procurement: Plan Procurement Management
    • Procurement: Conduct Procurements
    • Stakeholder: Plan Stakeholder Engagement
    • Stakeholder: Monitor Stakeholder Engagement
  • Output of:
    • Risk: Identify Risks (risks, owners, possible responses, root causes, impact)
    • Risk: Perform Qualitative Analysis (risk rating, priority of risks, probability, impact ratings, watch list)
    • Risk: Perform Quantitative Analysis (quantified individual project risks, quanitifed probabilities of meeting project objectives, initial contingency and cost reserves needed, and overall risk exposure)
    • Risk: Plan Risk Responses (residual risks, contingency plans, fallback plans, risk owners, and secondary
33
Q

Schedule Baseline

A

agreed-upon schedule including start and stop dates for each activity and scheduled milestones; used to measure performance of project manager and team; component of the project management plan; once it is approved, the baseline is largely static

  • Input to:
    • Integration Management: Perform Integrated Change Control
    • Schedule: Control Schedule
    • Risk: Perform Quantitative Risk Analysis
    • Procurement: Control Procurements
  • Output of:
    • Schedule: Plan Schedule Management
34
Q

Scope Baseline

A

helps control projects; final and approved versions of WBS, WBS Dictionary, and the project scope statement; snapshot of the plan

  • Input to:
    • Integration Management: Perform Integrated Change Control
    • Scope: Validate Scope: when customers are inspecting deliverables that were verified during Control Quality, the deliverables can be compared to the approved baseline
    • Scope: Control Scope: used to compare work done to what was originally planned
    • Schedule: Sequence Project Activities
    • Schedule: Estimate Activity Durations
    • Schedule: Develop Schedule
    • Cost: Determine Budget
    • Quality: Plan Quality Management
    • Resources: Plan Resource Management
    • Resources: Estimate Activity Resources
    • Risk: Identify Risks
  • Output of:
    • Scope: Create WBS
35
Q

Scope Baseline

A

helps control projects; final and approved versions of WBS, WBS Dictionary, and the project scope statement; snapshot of the plan

  • Input to:
    • Integration Management: Perform Integrated Change Control
    • Scope: Validate Scope: when customers are inspecting deliverables that were verified during Control Quality, the deliverables can be compared to the approved baseline
    • Scope: Control Scope: used to compare work done to what was originally planned
    • Schedule: Sequence Project Activities
    • Schedule: Estimate Activity Durations: lists the activities to be estimated
    • Schedule: Develop Schedule: lists the activities to be estimated
    • Cost: Determine Budget: lists the activities to be estimated
    • Quality: Plan Quality Management
    • Resources: Plan Resource Management
    • Resources: Estimate Activity Resources
    • Risk: Identify Risks
  • Output of:
    • Scope: Create WBS
36
Q

Scope Statement

A

describes

  • product scope
  • project scope, including a description
  • project exclusions
  • project deliverables
  • project acceptance criteria
  • assumptions and constraints
  • Input to:
    • Integration Management: Perform Integrated Change Control
    • Scope: Validate Scope
    • Scope: Control Scope
    • Schedule: Sequence Project Activities
    • Schedule: Estimate Activity Durations
    • Schedule: Develop Schedule
    • Cost: Determine Budget
    • Quality: Plan Quality Management
    • Resources: Plan Resource Management
    • Resources: Estimate Activity Resources
    • Risk: Identify Risks
  • Output of:
    • Scope: Create WBS
37
Q

Skakeholder Register

A

document with all of the information about the stakeholders, including each stakeholder’s

  • name
  • title
  • supervisor
  • project role
  • contact information
  • major requirements and expectations
  • assessment information
  • impact and influence
  • attitude about project
  • stakeholder classification
  • Input to:
    • Integration Management: Manage Project Knowledge
    • Scope: Collect Requirements: requirements must be gathered from all stakeholders
    • Quality: Plan Quality Management
    • Resources: Acquire Resources
    • Communications: Plan Communications Management
    • Communications: Manage Communications
    • Risk: Plan Risk Management
    • Risk: Identify Risks
    • Risk: Perform Qualitative Risk Analysis
    • Risk: Plan Risk Responses
    • Risk: Manage Risks
    • Procurement: Plan Procurement Management
    • Procurement: Conduct Procurements
    • Stakeholder: Plan Stakeholder Engagement
    • Stakeholder: Manage Stakeholder Engagement
    • Stakeholder: Monitor Stakeholder Engagement
  • Output of:
    • Stakeholder: Identify Stakeholders
38
Q

WBS Dictionary

A

description deliverable of work package work involved that helps prevent scope creep; each work package has an entry with, deliverable description, work involved, acceptance criteria, assumptions and constraints, quality metrics, technical source document, risks, assigned resources, duration, schedule milestones, cost, due date, interdependencies (before this work package, x must happen; after this work package, y must happen), project manager approval

  • Input to:
    • Integration Management: Perform Integrated Change Control
    • Scope: Validate Scope
    • Scope: Control Scope
    • Schedule: Sequence Project Activities
    • Schedule: Estimate Activity Durations
    • Schedule: Develop Schedule
    • Cost: Determine Budget
    • Quality: Plan Quality Management
    • Resources: Plan Resource Management
    • Resources: Estimate Activity Resources
    • Risk: Identify Risks
  • Output of:
    • Scope: Create WBS
39
Q

Work Breakdown Structure (WBS)

A
  • visual, organizational showing all of the scope broken down into manageable deliverables as work packages
  • helps ensure no deliverables are missed
  • created with input from team and stakeholders and helps improve buy-in and makes the project less risky
  • does not show dependencies
  • Input to:
    • Integration Management: Perform Integrated Change Control: determine whether or not a change should be approved
    • Scope: Validate Scope
    • Scope: Control Scope: when there is a scope related change request, can be used to determine if change is within planed scope of project
    • Schedule: Sequence Project Activities
    • Schedule: Estimate Activity Durations
    • Schedule: Develop Schedule
    • Cost: Determine Budget
    • Quality: Plan Quality Management
    • Resources: Plan Resource Management
    • Resources: Estimate Activity Resources
    • Risk: Identify Risks
  • Output of:
    • Scope: Create WBS
40
Q

Work Performance Information/Data

A
  • Input to:
    • Integration Management: Perform Integrated Change Control
    • Scope: Control Scope (Data)
    • Schedule: Control Schedule (Data)
    • Cost: Control Costs (Data)
    • Quality: Control Quality (Data)
    • Resources: Manage Team (Reports)
    • Communications: Manage Communications (Reports)
    • Communications: Monitor Communications (Data)
    • Risk: Monitor Risks (Data)
    • Risk: Monitor Risks (Reports)
    • Procurement: Control Procurements (Data)
    • Stakeholder: Monitor Stakeholder Engagement (Data)
  • Output of:
    • Integration Management: Monitor and Control Project Work (Information)
    • Scope: Validate Scope (Information): how well did the deliverable perform for the customer?
    • Scope: Control Scope (Information)
    • Schedule: Control Schedule (Information)
    • Cost: Control Costs (Information)
    • Quality: Control Quality (Information)
    • Communications: Monitor Communications (Information)
    • Risk: Monitor Risks (Information)
    • Procurement: Control Procurements (Information)
    • Stakeholder: Monitor Stakeholder Engagement (Information)
41
Q

Schedule Management Plan

A
  • describes the flow of the work
  • defines the
    • scheduling methodology and software
    • unit of time measurements—hours, days, weeks
    • threshold for acceptable variance
    • performance measures to identify variances early
    • process for determining if variances require action
    • plan for how variances will be managed
    • identification of schedule change control procedures
    • reports required relating to schedule
    • formats and frequency of project reporting
    • length of releases and iterations in adaptive life cycles
  • Input to:
    • Schedule: Sequence Project Activities
    • Schedule: Develop Schedule
    • Schedule: Control Schedule
    • Cost: Plan Cost Management: allows for estimating the cost of activities by providing the required effort for completing the activities
    • Risk: Identify Risks
  • Output of:
    • Schedule: Plan Schedule Management
42
Q

Risk Management Plan

A
  • what needs to happen to plan for risk?
  • defines the
    • overall approach to managing risk
    • roles and responsibilities associated with risk management effort
    • funding of risk managment and utlizing reserves assosicated with responding to risks,
    • when to do risk management
    • time allotted for risk management
    • categories of risk
    • risk appetite in measurable amounts
    • defined probability and impact of risks
    • how risks are reported
    • how risks are tracked and audited
  • Input to:
    • Cost: Plan Cost Management: how much have money have we set aside for risk reserves?
    • Risk: Identify Risks
    • Risk: Perform Qualitative Risk Analysis
    • Risk: Perform Quantitative Risk Analysis
    • Risk: Plan Risk Responses
    • Risk: Manage Risks
    • Procurement: Conduct Procurements
    • Procurement: Control Procurements
    • Stakeholder: Plan Stakeholder Engagement
    • Stakeholder: Manage Stakeholder Engagement
  • Output of:
    • Risk: Plan Risk Management
43
Q

Communications Management Plan

A

what communications should be prepared, disseminated, and received among all project stakeholders; how communications should be named and stored; who has access to the communications; who has the ability to edit communications; who has the responsibility for sending and receiving communications; how effectiveness of communications will be measured

  • Input to:
    • Communications: Manage Communications
    • Communications: Monitor Communications: compare actual communications to the plan; are reports and communications providing the intended outcomes?
    • Procurement: Conduct Procurements
    • Stakeholder: Identify Stakeholders
    • Stakeholder: Plan Stakeholder Engagement
    • Stakeholder: Manage Stakeholder Engagement
    • Stakeholder: Monitor Stakeholder Engagement
  • Output of:
    • Communications: Plan Communications Management

PMP Exam (6 decks)

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