Tools & Techniques Flashcards

Question

What are leads and lags?

Answer 1

Refinements applied during network analysis to develop a viable schedule by adjusting the start time of the successor activities. Leads: - Amount of time whereby a successor activity can be advanced with respect to a predecessor activity. Lags: - Amount of time whereby a successor activity will be delayed with respect to a predecessor activity.

Answer 2

- Using various levels of resource capability or skills - Different size or type of machines - Different tools (hand versus automated) - Make-rent-buy decisions

Answer 3

Several organizations routinely publish updated production rates and unit costs of resources for an extensive array of labor trades, material, and equipment for different countries and geographical locations within countries.

Answer 4

A method of estimating project duration by aggregating the estimates of the lower-level components of the WBS. Process: - Decompose work within the activity into more detail - Estimate resource needs - Aggregate (roll up) estimates into higher levels, then total quantity - Document any dependencies

Answer 5

Project management software, such as a scheduling software tool, has the capability to help plan, organize, and manage resource pools and develop resource estimates. Can define: - Resource breakdown structures - Resource availability - Resource rates Can also assist in optimizing resource utilization. Also provides the ability to track planned dates versus actual dates, to report variances to and progress made against the schedule baseline, and to forecast the effects of changes to the project schedule model. Can also assist with cost estimating - Often used to monitor the three EVM dimensions (PV, EV, and AC), to display graphical trends, and to forecast a range of possible final project results

Answer 6

- Used to estimate the duration or cost of an activity or project - Uses historical data from a similar activity or project as the basis for estimating the same parameter or measure for a future project - Gross value estimating approach, sometimes adjusted for complexity - Frequently used to estimate project duration when detailed information is limited - Uses historical information and expert judgment - Generally less costly and less time consuming than other techniques, but generally less accurate - Can be applied to total project or segments of project, in conjunction with other estimating methods

Answer 7

- Algorithm used to caluculate cost or duration based on historical data and project parameters - Uses statistical relationship between historical data and other variables to calculate estimates - Produces higher levels of accuracy depending on sophistication and underlying data - Can be used for total project or segments of projects, in conjunction with other methods

Answer 8

- Time reserves or buffers inserted into the schedule to account for schedule uncertainty - Two types: 1) Contingency reserves (known-unknowns), identified risks, in the baseline, aka contingency allowances 2) Management reserves (unknown-unknowns), used for unforeseen work that is within the scope, not included in the schedule baseline, but part of overall budget - May be a % of estimated activity duration, fixed # of work days, or developed through quantitative analysis - May be used, reduced, or eliminated as more precise information comes available -

Answer 9

- Improves accuracy of single-point activity duration estimates - Considers uncertainty and risk - Uses most likely, optimistic, and pessimistic estimates - Uses triangular or beta (PERT) distribution

Answer 10

- Generates the project schedule model - Employs various analytical techniques, such as the CPM, CCM, what-if analysis, and resource optimization - Calculates the early and late start and finish dates for the uncompleted portions of project activities. - Can identify points of path convergence or divergence that can be used in further analysis

Answer 11

Can be used as a performance review to measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. - Used to estimate the minimum project duration and amount of scheduling flexibility on the logical network paths within the schedule model - Calculates early start, early finish, late start, and late finish for all activities - No regard for any resource limitations - Determines critical path- the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration - Determines total float- the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint

Answer 12

Can be used as a performance review to compare the amount of buffer remaining to the amount needed to protect the delivery date. - Allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties - Developed form the critical path method approach - Considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty - The resource-constrained critical path is known as the critical chain

Answer 13

- A resource optimization technique - Start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply - Can be used when shared or critically required resources are only available at certain times, or in limited quantities, or over-allocated, or to keep resource usage at a constant level - Can often cause the original critical path to change, usually to increase

Answer 14

- A resource optimization technique - Adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits - The project's critical path is not changed - Activities may only be delayed within their free and total float - May not be able to optimize all resources

Answer 15

- A modeling technique - Involves calculating multiple project durations with different sets of activity assumptions, usually using probability distributions constructed from three-point estimates (PERT) to account for uncertainty. - Most common simulation technique is Monte Carlo analysis

Answer 16

- Process of evaluating scenarios in order to predict their effect, positively or negatively, on project objectives - Schedule network analysis is performed - Outcome is used to assess the feasibility of the project schedule under adverse conditions, and in preparing contingency and response plans

Answer 17

- A schedule compression technique - Used to shorten the schedule for the least incremental cost by adding resources - Examples: overtime, bringing in additional resources, paying to expedite delivery to activities on the critical path - Works only for activities on the critical path where additional resources will shorten the activity's duration - Does not always produce a viable alternative - May result in increased risk and/or cost

Answer 18

- A schedule compression technique - Activities or phases normally done in sequence are performed in parallel for at least a portion of their duration - May result in rework and increased risk - Only works if activities can be overlapped to shorten the project duration TT - Develop Schedule

Answer 19

- Automated schedule tools contain the schedule model - Expedite the scheduling process - Can be used in conjunction with other project management software as well as manual methods

Answer 20

- A technique used for performance reviews | - Examines project performance over time to determine wither performance is improving or deteriorating

Answer 21

- Methodology that combines scope, schedule, and resource measurements to assess project performance and progress - Integrates scope, cost, and schedule baseline to form the performance baseline - SV and SPI used to assess the magnitude of variation to the original schedule baseline - Total float and early finish variances essential - Develops and monitors three key dimensions for each work package and control account: 1) Planned value 2) Earned value 3) Actual cost - Monitors variances 1) Schedule variance 2) Cost variance 3) Schedule performance index 4) Cost performance index

Answer 22

- Assumptions about COQ may be used to prepare the activity cost estimate TT - Estimate Costs - Plan Quality Management

Answer 23

- Analysis based on responsive bids from vendors

Answer 24

- Cost estimates are aggregated by work packages in accordance with the WBS - Work package cost estimates are then aggregated for higher component levels of WBS and ultimately for the entire project

Answer 25

- Fund expenditures should be reconciled with funding limits - A variance between limits and planned expenditures will sometimes necessitate rescheduling of work to level out the rate of expenditures (imposed date constraints) TT - Determine Budget

Answer 26

- Historical relationships that result in parametric or analogous estimates involve project characteristics (parameters) to develop mathematical models to predict total project costs - May be simple or complex - Models most likely to be reliable when: 1) Historical information accurate 2) Parameters are readily quantifiable 3) Models are scalable

Answer 27

The project team may develop a forecaset fo rthe estmate at completion (EAC) that may differ from the budget at completion (BAC) based on project performance. Forecasting the EAC involves making projections of conditions and events in the project's future based on current performance information and other knowledge available at the time of the forecast - Based on work performance data

Answer 28

- Measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the remaining budget. - Uses BAC or EAC - If BAC not viable, consider forecasted EAC

Answer 29

- Compare cost performance over time, schedule activities or work packages overrunning and underrunning the budget, and estimated funds needed to complete work in progress. - If EVM is being used, the following information is determined: 1) Variance analysis 2) Trend analysis 3) Earned value performance

Answer 30

- One of the seven basic quality tools - Known as process maps - Show activities, decision points, branching loops, parallel paths, overall order - Helpful in understanding and estimating cost of quality in a process

Answer 31

- One of the seven basic quality tools - Known as fishbone or Ishikawa diagrams - Problem statement placed at head of fishbone - Attempts to trace back to actionable root cause

Answer 32

- One of the seven basic quality tools - Known as tally sheets - May be used as a checklist when gathering data - Organize facts when collecting data about problems - Especially useful for gathering data while performing inspections to ID defects

Answer 33

- One of the seven basic quality tools - Special form of vertical bar chart - ID vital few sources responsible for causing most of the problem's effects

Answer 34

- One of the seven basic quality tools - Special form of bar chart - Describe central tendency, dispersion, and shape of statistical distribution - Does not consider the influence of time

Answer 35

- One of the seven basic quality tools - Determine whether or not a process is stable - Upper lower specification limits based on agreement - For repetitive process, control limits generally set at +/- 3 s around process mean set at 0 s - Process out of control when: 1) Data point exceeds control limit 2) 7 consecutive plots above or below mean +/- 3 s = 99.7% of the data +/- 2 s = 95.5% of the data +/- 1 s = 68.3% of the data

Answer 36

- One of the seven basic quality tools - Plot ordered pairs - Known as correlation charts - Direction of correlation can be proportional (positive), inverse (negative), or a pattern of correlation may not exist (zero) - If correlation can be established, can calculate regression line

Answer 37

- Statistical method for ID which factors may influence specific variables - May be used during the Plan Quality Management process to determine the # and type tests and their impact on COQ - Provides statistical framework for systematically changing all important factors, rather than changing factors one at a time

Answer 38

- Involves choosing part of a population of interest for inspection - Substantial body of knowledge on statistical sampling

Answer 39

1) Brainstorming 2) Force field analysis 3) Nominal group technique 4) Quality management and control tools

Answer 40

- Known as 7QC or Ishikawa tools - Used within the context of PDCA cycle to solve quality-related problems 1) Cause-and-effect diagrams 2) Flowcharts 3) Checksheets 4) Pareto diagrams 5) Histograms 6) Control charts 7) Scatter diagrams

Answer 41

- Technique used to generate ideas

Answer 42

- Diagrams of the forces for and against change

Answer 43

- Used for ideas to be brainstormed in small groups then reviewed by larger group - May be used to prioritize a list of brainstormed ideas

Answer 44

- Compares the cost of the quality step to the expected benefit - Meeting quality requirements: 1) Less rework 2) Higher productivity 3) Lower costs 4) Increased stakeholder satisfaction 5) Increased profitability TT - Plan Quality Management

Answer 45

The Perform Quality Assurance process uses the tools and techniques of the Plan Quality Management and Control Quality processes. In addition, other tools that are available include: 1) Affinity diagrams 2) Process decision program charts (PDPC) 3) Interrelationship digraphs 4) Tree diagrams

Answer 46

- Similar to mind-mapping techniques - Used to generate ideas linked to form organized patterns of thought - Creation of WBS may be enhanced to give structure to the decomposition

Answer 47

- Used to understand a goal in relation to the steps for getting to the goal - Useful for contingency planning (aids in anticipating intermediate steps that could derail goal achievement

Answer 48

- Adaptation of relationship diagrams - Provide process for creative problem solving in moderately complex scenarios that possess intertwined logical relationships for up to 50 relevant items. - May be developed from other tool's data (affinity diagram, tree diagram, or fishbone diagram)

Answer 49

- Known as systematic diagrams - May be used to represent decomposition hierarchies (WBS, RBS (risk breakdown structure0, and OBS. - Useful in visualizing parent-to-child relationships - Useful as decision trees

Answer 50

- Identifies key issues and suitable alternatives to be prioritized as a set of decision - Criteria are prioritized and weighted, then applied to all alternatives to obtain a mathematical score that ranks options

Answer 51

- Known as arrow diagrams - Include both AOA, and, most commonly used, AON formats of network diagrams - Used with PERT, CPM, and PDM

Answer 52

- Used to perform data analysis within the org structure created in the matrix - Seeks to show the strength of relationships between factors, causes, and objectives between rows and columns that form the matrix

Answer 53

- Structured, independent process to determine if project activities comply with policies, processes, and procedures - Objectives may include: ID good/best practices, nonconformity, gaps, and shortcomings, share good practices, proactively offer assistance, highlight contribution in lessons learned

Answer 54

- Follows the steps in the process improvement plan - Examines problems experienced, constraints experienced, and NVA activities ID'd during process operation - Includes root cause analysis

Answer 55

All approved change request should be reviewed to verify that they were implemented as approved

Answer 56

- Formal/informal interaction with others in an org, industry, or professional environment - Constructive way to understand staffing management option factors - Improves knowledge of and access to HR assets - Examples: 1) Proactive correspondence 2) Luncheon meetings 3) Informal conversations 4) Meetings 5) Events - Useful at beginning of project - Enhances professional development during and after the project

Answer 57

- Provides information regarding the way in which people, teams, and organizational units behave TT - Plan Human Resource Management

Answer 58

- Documents team member roles and responsibilities - Three types: 1) Hierarchical: WBS, OBS, RBS 2) Matrix: RAM, RACI (type of RAM) 3) Text-oriented: detailed descriptions, outline form, known as position descriptions and role-responsibility-authority forms - Objective: to ensure each work package has an unambiguous owner and all team members have a clear understanding of their roles and responsibilities.

Answer 59

- Selecting project team members in advance - Can occur if the project is the result of specific people ID'd as part of a competitive proposal, dependent upon expertise of particular persons, or staff assignments in charter

Answer 60

- Staff assignments negotiated on many projects - Project management team may negotiate with: 1) Functional managers 2) Other PM teams within the performing org 3) External organizations

Answer 61

- Used if the performing organization is unable to provide necessary staff - Can involve hiring consultants or subcontracting to another organization

Answer 62

- Creates new possibilities - Groups of people with a shared goal who fulfill their roles with little or not time spent meeting face-to-face - Communication technology availability makes possible - Disadvantages: misunderstandings, isolation, sharing knowledge and experience, cost of technology

Answer 63

- Selection criteria used as part of acquiring project team - Criteria developed and used to rate/score potential team members, weighted according to relative importance - Examples of criteria: availability, cost, experience, ability, knowledge, skills, attitude, international factors

Answer 64

- Sometimes known as soft skills - Behavioral competencies that include: 1) Emotional intelligence 2) Conflict resolution 3) Negotiation 4) Influence 5) Team building 6) Group facilitation 7) Leadership 8) Effective decision making - Can be technical, personal, and conceptual - Appropriate use allows PM to capitalize on team member strengths

Answer 65

- Includes all activities designed to enhance the competencies of the project team members - Can be formal or informal - Examples: classroom, online, computer-based, on-the-job, mentoring, coaching - Takes place as stated in the HR management plan -or- unplanned as a result of observation, conversation, and project performance appraisals

Answer 66

- Varies from 5-minute agenda item to a professionally facilitated experience - Designed to help individual team members work together effectively - Valuable when members operate remotely - Ongoing process - Tuckman's stages TT - Develop Project Team

Answer 67

- Establish clear expectations of acceptable behavior - Decreases misunderstandings, increases productivity - Areas discussed: code of conduct, communication, working together, meeting etiquette - All members share responsibility for enforcing TT - Develop Project Team

Answer 68

- Referred to as tight matrix - Many or all of most active project team members in same physical location - Can be temporary or permanent - Can include war room - Considered good practice - Virtual teams can bring more skilled resources, reduced costs, less travel & relocation expenses, better proximity to suppliers, customers, or other key stakeholders

Answer 69

- Part of team development process - Originally developed during the Plan HR Management process - Effective only if it satisfies a valued need - Decisions made during project performance appraisals - Should consider cultural differences - Good strategy: give recognition throughout the life cycle of the project

Answer 70

- Insight into areas of strengths and weaknesses - Help PM's assess team preferences, aspirations, ID how team process/organize info, make decisions, interact with people - Includes attitudinal surveys, specific assessments, structured interviews, ability tests, and focus groups

Answer 71

- Used to stay in touch with the work and attitudes of team members - Used to monitor progress toward deliverables, accomplishments that are a source of pride, and interpersonal issues

Answer 72

- Objectives can include clarifying role responsibilities, providing constructive feedback, issue discovery, training plan development, establish future goals - Can be formal or informal - Need depends on project length, complexity, organizational policy, labor contract requirements, and amount/quality of communication

Answer 73

- Factors that influence methods: 1) Relative importance/intensity 2) Time pressure 3) Positions taken 4) Motivation to resolve - General techniques: 1) Withdraw/avoid 2) Smooth/accommodate 3) Compromise/Reconcile 4) Force/direct 5) Collaborate/Problem Solve

Answer 74

- Determines the information needs of project stakeholders - Requirements defined by combining type/format of info w/value analysis - Only use project resources for communicating info that is value added, or if lack of comms can lead to failure - Common sources of info typically used 1) Org charts 2) Project org & stakeholder relationships 3) Disciplines, Depts, and specialties involved 4) Logistics of how many persons & their locations 5) Internal & External info needs 6) Stakeholder register requirements

Answer 75

- Methods used to transfer information - Can range from brief conversations to extended meetings - Factors that affect choice of communications technology: 1) Urgency of the need for information 2) Availability of technology 3) Ease of use 4) Project environment 5) Sensitivity and confidentiality of information

Answer 76

- Sequence of steps in a basic communication model: 1) Encode 2) Transmit message 3) Decode 4) Acknowledge 5) Feedback/response - Noise = distance, unfamiliar technology, inadequate infrastructure, cultural differences, lack of background information

Answer 77

- Broadly classified: 1) Interactive communication 2) Push communication 3) Pull communication

Answer 78

- Captures and distributes information to stakeholders about project costs, schedule, and performance - Can consolidate reports - Project information is managed and distributed using a variety of tools: 1) Hard-copy document management: letters, memos, reports, and press releases. 2) Electronic communications management: e-mail, fax, voice mail, telephone, video/web conferencing, websites, and web publishing. 3) Electronic project management tools: web interfaces, project management software, meeting/virtual office support software, portals, collaborative work management tools. - Examples of distribution formats: 1) Table reporting 2) Spreadsheet analysis 3) Presentations

Answer 79

- Act of collecting and distributing performance information, including status reports, progress measurements, and forecasts - Involves periodic collection/analysis of baseline versus actual data - Status reports may contain: 1) Scope, schedule, cost, quality 2) Analysis of past performance 3) Current status of risks and issues 4) Work completed during period 5) Work to be completed 6) Summary of approved changes 7) Other relevant material

Answer 80

- Structured, including plans, assumptions, previous project files, agreements, and other information - Check for quality and consistency between plans.

Answer 81

- Brainstorming - Delphi technique - Interviewing - Root cause analysis

Answer 82

- Based on historical information and knowledge - Lowest level of RBS (risk breakdown structure) can be used - Impossible to build exhaustive one - Review during project closure

Answer 83

- Explores the validity of assumptions as they apply to project - Identifies risks due to inaccuracy, instability, inconsistency, or incompleteness of assumptions

Answer 84

- Cause and effect diagrams - System or process flow charts - Influence diagrams

Answer 85

- Examines the project from each of the strengths, weaknesses, opportunities, and threats perspectives.

Answer 86

- Investigates the likelihood that each specific risk will occur - Investigates the potential effect on project objectives (negative and positive) - Assesses probability and impact for each risk - Risks assessed in meetings or interviews

Answer 87

- Prioritizes risks further - Uses color coded chart - Risk-rating rules specified by org in advance of the project

Answer 88

- Evaluates the degree to which the data about risks is useful - Examines the degree to which the risk is understood and the accuracy, quality, reliability, and integrity of the data

Answer 89

- Risks can be categorized by: 1) Source of risk (using RBS) 2) Area of project affected (using WBS) 3) Other useful categories, such as phases, root causes

Answer 90

- For risks requiring near-term responses | - Sometimes combined with risk raking to give a final risk severity rating

Answer 91

- Interviewing | - Probability distributions

Answer 92

- Sensitivity analysis (Tornado diagram) - Expected monetary value analysis (EMV) (Decision tree diagram) - Modeling and simulation TT - Perform Quantitative Risk Analysis

Answer 93

- Typically deal with threats/risks that may have negative impact if they occur: avoid, transfer, and mitigate - Another deals with threat/risk or threat/opportunity: accept - Four strategies: 1) Avoid: eliminate threat or protect project. Examples: extend schedule, change strategy, reduce scope. 2) Transfer: shift impact to 3rd party. Examples: insurance, performance bonds, warranties, guarantees 3) Mitigate: reduce possibility of occurrence. Examples: adopting less complex processes, conducting more tests, choosing a more stable supplier 4) Accept: acknowledge and take no action until risk occurs. Can be passive or active. Most common active strategy is to establish a contingency reserve of time, money or resources to handle the risks.

Answer 94

- Three used for risks with potentially positive impact on project objectives - Forth used for negative or positive risks - Four strategies: 1) Exploit: ensure the opportunity is realized. Examples: assigning talented resources, technology upgrades. 2) Enhance: increase probability and/or impact of opportunity. Examples: adding more resources to finish early. 3) Share: allocating ownership to 3rd party best able to capture opportunity. Examples: risk-sharing partnerships, teams, special-purpose companies, joint ventures 4) Accept: being willing to take advantage of the opportunity but not actively pursuing it.

Answer 95

- For use only if certain events occur. - Should define and track trigger events - Also called contingency plans or fallback plans

Answer 96

- Scheduled regularly to ID new risks, reassess current risks, and close outdated risks

Answer 97

- Examine and document the effectiveness of risk responses and the risk management process - Frequency defined in risk management plan - May be included during routine project review meetings - Format/objectives should be clearly defined prior to audit

Answer 98

- Compare planned results to actual results - Review trends using performance information - Outcomes may forecast potential deviation of project

Answer 99

- Compares technical accomplishments to schedule of technical achievement - Requires definition of objective, quantifiable measures of tech performance (weight, transaction times, # delivered defects, storage capacity)

Answer 100

- Compares the amount of contingency reserves remaining to the amount of risk remaining to determine if remaining reserve is adequate

Answer 101

- Used to determine whether work can be best accomplished by project team or purchased from outside sources. - Budget constraints influence decisions - Available contract types are considered TT - Plan Procurement Management

Answer 102

- Includes examination of industry and specific vendor capabilities - Info gained at conferences, online reviews, etc.

Answer 103

- Sometimes called contractor conferences, vendor conferences, or pre-bid conferences - Meetings between the buyer and all prospective sellers prior to the submittal of a bid or proposal - Used to ensure all sellers have clear and common understanding of requirements - Fairness addressed by collecting questions and arranging field visits TT - Conduct Procurements

Answer 104

- For complex procurements where weighted criteria used | - Formal evaluation review process as defined by buyer's procurement policies

Answer 105

- Estimate of costs prepared by outside professional estimator to serve as benchmark - Significant differences can be an indication of deficient, ambiguous, or misunderstood SOW

Answer 106

- Used to expand lists of potential sellers - Placing ads in general circulation (newspapers), or specialty (trade publications), or online to communicate solicitations with vendor community - Sometimes required in government contracts TT - Conduct Procurements

Answer 107

- Used to identify readiness of vendor to provide desired end state, determine cost expected to support budgeting, and avoid change-induced cost overruns - Examines past performance information to ID areas that may have more risk

Answer 108

- Clarify structure, requirements, and other terms of purchases - Subjects covered: responsibilities, change authority, applicable terms & law, tech and business approaches, proprietary rights, financing, tech solutions, overall schedule, payments, and price - Can be a independent process with inputs and outputs of its own - Project manager might not be the lead negotiator.

Answer 109

- Defines the process by which the procurement can be modified - Includes paperwork, tracking systems, dispute resolution procedures, and approval levels for change authorization - Integrated with the integrated change control system

Answer 110

- Structured review of seller's progress to deliver scope and quality within cost and on schedule, compared to contract - Can include review of seller-prepped docs and buyer inspections, and quality audits - ID performance successes/failures, progress, compliance - May take place as part of project status reviews

Answer 111

- Conducted during execution of project to verify compliance in seller's work processes or deliverables - If in contract, teams can include buyer procurement personnel

Answer 112

- Evaluate work performance data/reports against agreement requirements - Provides management with info about contract objective effectiveness

Answer 113

- Typically processed by accounts payable system of buyer following certification - Made and documented per contract terms

Answer 114

- Variously called claims, disputes, appeals - Documented, processed, monitored, and managed throughout the contract life cycle, per contract terms - If parties cannot resolve, may have to be handled via ADR - Negotiation is preferred settlement method

Answer 115

- Specific set of processes, related control functions, and automation tools consolidated and combined as part of PMIS - Contains a retrievable archive of contract docs/correspondence

Answer 116

- Technique of systematically gathering and analyzing quantitative and qualitative data - Used to determine whose interests should be taken into account

Answer 117

- Structured review of procurement process | - Objective is to ID successes/failures warranting recognition

Answer 118

- Goal is final equitable settlement of all outstanding issues, claims, and disputes - If not able to negotiate, then ADR, including mediation or arbitration possible - Litigation is final option

Answer 119

- Building trust - Resolving conflict - Active listening - Overcoming resistance to change

Answer 120

- Facilitate consensus toward project objectives - Influence people to support the project - Negotiate agreements to satisfy the project needs - Modify organizational behavior to accept the project outcomes