Complete Online PMP Study Training Material for PMP Exam Provided Free for PMI PMP Certification Preparation

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PMP® Certification Training!

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Intended for
Professionals to learn Project
Management Subject for
daily use
Professionals to take PMP®
Certification exam by Project
Management Institute

Course Content
Chapters 1. Introduction to PMI®, PMP®, PMBOK®, Exam Pattern & Format
2. Understand Project Management Framework
3. Project Management Process Groups
4. Knowledge Area: Integration Management
5. Knowledge Area: Scope Management
6. Knowledge Area: Time Management
7. Knowledge Area: Cost Management
8. Knowledge Area: Quality Management
9. Knowledge Area: Human Resource Management
10. Knowledge Area: Communications Management
11. Knowledge Area: Risk Management
12. Knowledge Area: Procurement Management
13. Knowledge Area: Stakeholder Management
14. Professional & Social Responsibility
15. PMP® Exam Preparation

Introduction
Chapter 1

Chapter 1
Objectives
Project Management Institute
PMI Membership
Other PM Certifications & Bodies
About PMP® Credential
Project Management Body of Knowledge
Course Inline with 2016 January Exam Change
PMP Eligibility Criteria
PMP Exam Cost
PMP Application Process
Exam Pattern & Format
This chapter entails one to
understand the basic
terms which are often
heard when spoken
about PMP®.
Showcases the
participants to
understand the long
standing history of PMP®,
which institute provides it,
and based on which
knowledge the exam
itself is formulated.
One will also learn the
eligibility criteria to meet
for taking the exam, how
to file for the PMP® exam,
cost involved for exam,
pattern of questions itself
and so on.

Project Management Institute
PMI® (Project Management Institute) is the most prominent body on
the subject of Project Management in existence today.
History: founded in 1969 as a Not-for-Profit.
Reputation: Has an army of certified professionals working at junior
management level to board level across industries and government
bodies who live by the highest standards set by PMI®.
PMI® Certifications in Existence
CAPM® (Certified Associate in Project
Management)
PMI-PBA
(Professional in Business Analysis)
PMP®
(Project Management Professional)
PMI-ACP®
(Agile Certified Practitioner)
PgMP®
(Program Management Professional)
PMI-RMP®
(Risk Management Professional)
PfMPSM
(Portfolio Management Professional)
PMI-SP®
(Scheduling Management Professional)
OPM3® (Organizational Project Management Maturity Model) Certification

PMI Membership
Membership in PMI provides PMP Aspirants with:
Complimentary digital copies of all PMI global standards including A Guide to
Project Management Body of Knowledge (PMBOK® Guide)
Networking, mentoring and volunteering opportunities via PMI chapters and
Communities of Practice
24/7 exclusive access to project management knowledge and information on
PMI.org, ProjectManagment.com, and ProjectsAtWork.com
Access to unabridged project management and business books via eReads
and Reference
Money-saving discounts on certification exams and foundational online
courses

Other PM Certifications & Bodies
Besides PMI, there are several other Bodies & Certifications which are offered in Project
Management. Let us know what those are:
UK government agency Office of Government Commerce (OGC), especially for the
UK government projects
PRINCE2 (Projects in Controlled Environments, version 2) is a methodology
PRINCE2 Foundation – Basic Level(75Q, 50% Pass Percentage)
PRINCE2 Practitioner – Advanced Level(80Q, 55% Pass Percentage)
PRINCE2 Professional – Advanced with Group Exercises(Assessment Based)
The Association for Project Management(APM) is registered UK organization caters
to Project management & Program Management profession.
Five Dimensions of Professionalism:
Breadth – APM Body of Knowledge; Depth – APM Competence Framework; Achievement – APM
Qualifications; Commitment – Continuing Professional Development; Accountability – APM Code
of Professional Conduct
Introductory Certificate
APMP Qualification
Practitioner Qualification
Certificated Project Manager – Discontinued.
Risk Certificate
The International Project Management Association (IPMA) is a Swiss registered non-
profit organization for promotion of Project Management as a Profession worldwide.

About PMP® Credential
PMP® (Project Management Professional) is the most
prominent certification on the subject of Project
Management. It is the most sought after certification for
both budding professionals to prove their mettle and
Industry veterans to set bar high for rightful job candidates.
History: PMP® certification has been in existence from 1984
and has gone under multiple revisions and the latest exam
is based on 5th PMBoK® edition.
Reputation: PMP® certification proves that you have widest
and highest knowledge in areas of project management.
Often Observed: PMP® with the good industry exposure
and project management experience garner the best paid
jobs in the project management profession with great
respect. Why? Ask us.

PMBoK®
PMBOK:
Present is 5th Edition, released in 2012 Q4.
PMBOK 6th Edition due in 2017 Q1 End*
History:
It has been a trend to observe 3rd to 4th , 4th
to 5th has been released almost 3years to
4years in duration
Reputation:
PMBoK® has been considered the most
comprehensive guide to acquire knowledge
in the area of project management. This has
been referred by industry veterans to
budding professionals across globe.

Course Inline with
2016 January Exam Change
So what is the Exam change?
Exam is based on scenarios created from various tasks performed by Project Manager.
These domain tasks were defined way back, few years ago.
Questions are all primarily based on these scenarios coming out of these tasks of Project
Manager.
PMI has upgraded the domain tasks to add a few more based on today’s project
managers new role based on existing new technology he uses.
This means, more new domain tasks in addition to old domain tasks. That also boils down
to more variety of new Questions for Exam takers from 2016 Jan onwards.
To understand these tasks, refer: https://armadilloconsultants.com/pmp-exam-change-2016/

PMP Eligibility Criteria
Four year Bachelors degree or above High School Diploma or equivalent
At least 3 years (36 months) of project management
experience with 4500 Hours of leading & directing
projects
At least 5 years of project management experience
with 7500 Hours of leading & directing projects
35 Contact Hours of Formal Project Management Education.
Collect this Certificate from Armadillo Consultants upon training completion.
PMP Exam Cost
PMI® Membership Non PMI Membership
Membership Fee
USD 139 – Annual
USD 12 – Local Chapter
-
Membership Benefits
Multiple Benefits
including PMBoK® guide.
-
PMI Exam Fee USD 405 USD 555
Total Payment 139+12+405 = 556 555
PMI Re-Exam Fee USD 275 USD 375

PMP Application Process
1. Fulfill PMP® eligibility criteria.
2. Have Project dates & areas handy
before starting the application process on
http://pmi.org
3. Prepare & submit the application online
or manually.
4. PMI® scrutinizes & sends an approval. In
case of PMI® audit, show facts and/or
evidences.
5. Once approved, schedule exam with in
1 year at Test Center – Prometric/Prodevia
6. At the end of exam, results are made
available immediately. Collect the result
sheet.
7. Results are broken into 5 Process group
areas and performance rated in each area.
8. Prometric provides the result summary on a
printed copy.
9. PMP® certificate hardcopy will be
couriered to specified address provided in
application.
10. Maintain PMP® certification every 3 years
with 60 PDU’s.

What does PMI Ask For on Project Experience in Form?
Exhibit 1 of 2

What does PMI Ask For PMP Experience to fill in Form?
Exhibit 2 of 2

PMP Education from Training Provider
PROJECT MANAGEMENT KNOWLEDGE PROFICIENT
ARMADILLO CONSULTANTS
35 Fill date of your Enrolment with us. Fill end date of your training.

Exam Pattern & Format
By default CBT(Computer Based Test) is available at Prometric test centers for Exam takers.
For those who stay farther than 200 KM’s away from CBT test centers could request for
PBT(Paper Based Test) format of examination.
Exam Duration is 4 Hours for total of 200 Objective Type Questions with 4 options and only 1
correct answer and No Negative Marking
It is not possible to differentiate scoring & non-scoring Questions.
Expect 90% Randomized Scenario Based Questions & 10% Straightforward Questions.
Results are Immediate to showcase overall Pass/Fail and 5 Process Group grades:
Proficient
Moderately Proficient
Below Proficient grades
PMI® Process Groups Initiating Planning Executing
Monitoring
&
Controlling
Closing
Randomly
placed
Non-
Scoring
Questions
Total
Percentage of Questions 13% 24% 30% 25% 8%
Number of Scoring Questions 23 42 52 44 14 175
Number of Non-Scoring Questions 25 25
Number of Total Questions 23 42 52 44 14 25 200

Chapter 1 - Debrief

From what we have understood so far is:
 Project Management Institute
 PMI Membership
 Other PM Certifications & Bodies
 About PMP® Credential
 Project Management Body of Knowledge
 Course Inline with 2016 January Exam Change
 PMP Eligibility Criteria
 PMP Exam Cost
 PMP Application Process
 Exam Pattern & Format
Chapter 1

Understand
Project Management
Framework
Chapter 2

Chapter 2
Objectives
Fundamentals of Project Management
Framework
Project & Project Management
Operation
Program & Program Management
Portfolio & Portfolio Management
PMO & its connect across organization
Need for Projects
Role of a Project Manager
Qualities of a Project Manager
Product Life Cycle & Project Life Cycle
Enterprise Environmental Factors
Stakeholder & Relation to Project
Management by Objectives (MBO)
Project Manager’s Radar Wheel
Organizational Structure, Its Influence on
Projects
Organizational Process Assets
Project Triple Constraints
understand the
fundamentals of Project
Management framework.
One will understand the
need for projects – why
they exist. Role of a Project
Manager & qualities one
need to exhibit in Project
Manager’s role inside a
Product Life Cycle & Project
Life Cycle.
Factors such as Enterprise
Environmental Factors,
Stakeholders, MBO,
Organizational Structure,
Organizational Process
assets, Project Triple
Constraints which influence
the overall Project
existence and the way it
works towards Project end
outcome.

Quick Poll:
Which of these terms have you heard earlier in life?
 Time
 Opportunity / Scope
 Price / Cost
 Quality
 Communication
 Buy & Sell / Procurement
 Work Force / Labor / Resources / Human Resources
 Danger / Risk
 Customers / Clients / Stakeholders
 Putting it all together / Integration

Fundamentals of Project Management Framework
What is a Project and Project management?
Project is a temporary endeavor with
a beginning and end, undertaken to
create a unique product, service or
result.
Example: Setup a Manufacturing line
to produce goods.
Project management is a science
and art to apply the knowledge, skills,
tools & techniques to activities to
meet project requirements.
What is an Operation?
Operation is an ongoing activity, to
produce a similar ―attribute &
characteristic‖ products or a
repetitive service.
Example: Manufacturing line of a
product.
What is a Program and Program
management?
Program is a collection of projects
managed /coordinated to acheive
strategic objectives of program and
gain benefits & control which would
not be possible with management of
them individually.
Program management refers to the
centralized coordinated effort to
manage the program to meet the
strategic objective.
What is a Portfolio and Portfolio management?
Portfolio refers to collection of
programs and projects grouped to
meet a common strategic objective.
Portfolio management is the
management of portfolios to deliver
the strategic objectives in line &
prioritized with the Organization’s
objectives.

Differences
Projects
Unique Products
One time endeavour
Start Date & End Date
Operations
Similar Products
On-going endeavour
No defined timeframe
Similarities
Performed by people & resources
Constrained by limited availability of resources
Planned, executed, and controlled

Fundamentals of Project Management Framework
What is a PMO?
Project Management Office is a
central management body to
coordinate for all the projects
defined under its umbrella. Role and
authority of a PMO in each
organization may vary considerably.
How are Projects, Program, Portfolio & PMO
connected?
Across the large organizations, you will
find often these interconnections of the
entire functioning of the management as
depicted here in the organizational chart.

Project Management Roles
Project Manager
Project Coordinator
Project Expediter
Project Sponsor
Senior Management
Stakeholder
Functional Manager
Project Management Office
Program Manager

Need for Projects
Role of a Project Manager
Qualities of a Project Manager
Why do we need Projects?
Projects are a means to acheive
the discrete benefits, contribute to
the benefits of program, to the
objectives of portfolio, and to the
strategic plan of organization.
What is the role of a Project Manager?
Project Manager is a person
assigned and authorized by
management to undertake a
definitive, time bound, unique
result oriented project with the
organizational support to acheive
its objectives.
Project Manager’s prime role is to
integrate project aspects and then
to communicate across different
stakeholders while execution of
proactive steps to ensure the next
steps are followed as planned
originally.
What qualities should one have in that role?
Project Manager should be
Knowledgeable, Performance
Oriented and have Personal traits.
Knowledge about the project
management, application of right
set of tools and techniques.
Knowledgeable across the board
of the end to end of the project
management subject. Wider the
knowledge, more chances of
Project manager to apply them.
Performance Oriented to apply the
various tools & techniques to
deliver or accomplish the results.
Personal traits like how you
behave, your attitude, leadership
and general management abilities
all applied to get the best
outcome of the project.

Product Life Cycle & Project Life Cycle
Different phases of the project organized in a manner to have better control of project
itself is usually referred to as Project life cycle. Normally each project tends to have an
unique lifecycle inline to the organization’s nature of business & approach to business.
Idea Ramp up Growth Prolonged
Maturity
Death
/Decline
P
P
PP P
P
P
P P P P P
Project
Initiating
Planning
Executing
Closure
Monitoring &
Controlling
Product life cycle is the arrangement of
different phases of product delivery
itself and may contain multiple projects
to contribute to the delivery.
Prolonged Maturity is desired as this
would be the peak of the monetization
period on the product.
Project life cycle across various natures
of business can be called in different
terms, however, all projects will
predominantly follow the basic 5 stages
as shown. Terms such as, Software
Development Life Cycle, Financial
Management Life Cycle, ICT Life Cycle,
Investment Life Cycle and so on.

Enterprise Environmental Factors
Stakeholder & Relation to Project
Management by Objectives (MBO)
What are Enterprise Environmental factors and how
do they relate to a project?
Enterprise environmental factors are
influences which alter the course of a
project or its existence.
For example, in pharmaceutical industry,
the Regulatory clauses by the Regulator.
The new clauses published by regulator
will cause the project to change its
course or direction towards its end
objectives.
Who are Stakeholders and their relation to Project?
Stakeholders as the definition itself
suggests, Stake + Holders. Anyone who
has stake in the project would be a
stakeholder. They can be internal or
external to the organization. Because of
the nature of holding stake in the
project, stakeholders exert enormous
influence over the course of the project
direction.
And success of any project depends on
effective stakeholder management, PMI
has introduced a separate chapter in
the 5th edition of PMBOK to address the
concept of Stakeholder Management.
What is MBO (Management by Objectives)?
SMART Objectives with Corrective Actions which
are defined & Supported extensively by
Management.
SMART is defined as:
Specific – Should be Specific as possible.
Measureable – Should be Quantifiable.
Attainable – Should be challenging yet
achievable.
Realistic – Should be practical and doable.
Timely – Should be Time Bound.
Why does organization adopt the MBO philosophy?
Stakeholders as the definition itself
suggests, Organizations with clearly
defined, transparent objectives installed
across the organizations tend to perform
better.
Increases dramatically the organization
end focus to work upon and builds
cohesiveness across the organization to
achieve the desired outcome.
This means a profitable and flourishing
business.

Project Manager’s Radar Wheel
0
2
4
6
8
10
12
Scope
Schedule
Cost
Quality
HR
Communication
Risk
Procurement
Integration
Stakeholder
PM time expected in a Project Sample - PM time realistically spent
 Project Manager role demands a lot and it
is truely a multi-dimensional role as
depcited in the PM’s Radar Wheel.
 One has to be aware, PM has to manage
his time effectively and spend it wisely
without which the project is going to be in
a struggling mode.
For illustrations purpose:
 A sample project has been outlined
where the project manager is
supposed to meet 10 points on every
front of the project dimension.
 Although when you chart out the
realistic project manager pull and push,
it would never be a 10 point perfect
scale.
 Radar wheel depicts the realistic points
where the project manager would
have spent based on the needs of the
project.
Project Manager’s time is critical for success of project!
PM spends ~90% (majority) of time in communication.

Organizational Structure, Its Influence on Projects
Organizational Process Assets
How does an Organizational Structure influence on
Projects and Project Management?
Organizational structure creates the
environment on how the project team will
function, communicate and ofcourse
escalate or appraise a project situation.
And this is a very important factor which can
alter the course of the project and how
project management is perceived or viewed
in the organization. Let us understand this
visually through the chart.
In all cases of discussion, even for exam, unless
explicitly mentioned, always go with the
assumption of Matrix organization.
What are the organization’s process assets which
influence Projects?
The list of such process assets could be
enormous.
Here are some of the most frequenlty used
assets.
Policies & Controls
Standards & Guidelines
Tools & Templates
Checklists & Criteria's

Projectized Organization
Org2:
Dedicated Project Manager has
complete Team working for Project
Manager direct reporting lines
Org1 Client
Project
Manager
Design
Manager
Design Team Design Team
Development
Manager
Development
Team
Development
Team
Quality
Manager
Quality Team

Functional Organization
Org2: Functional Managers act like
Project Manager. No Project
Manager.
Org1 Client
Design
Manager
Development
Manager
Development
Team
Development
Team
Quality
Manager
Quality Team

Balanced Matrix Organization
Org2: Project Manager & Functional
Managers with equal Power
Org1 Client
Project
Manager
Design
Manager
Development
Manager
Development
Team
Development
Team
Quality
Manager
Quality Team

Weak Balanced Matrix
Organization
Org2: Project Manager with Weak
Power. Acts as Project Coordinator.
Org1 Client
Design
Manager
Development
Manager
Development
Team
Development
Team
Quality
Manager
Quality Team
Project Coordinator from PMO

Strong Balanced Matrix
Organization
Org2:
Project Manager acts as
Authority on Functional
Managers. Has strong power.
Org1 Client
Project
Manager
Design
Manager
Development
Manager
Development
Team
Development
Team
Quality
Manager
Quality Team
Development
Manager acts as
Project Manager

In Class Activity - Quick Role Play
Scenario:
Client has asked the Business Head to deliver a new product for their business
enhancement.
Roles Required – Volunteers please.
 Client
 Business Head
 Project Manager
 Resource Manager
 Team Member
Assumptions:
Make your assumptions – inform before hand in writing.
What to achieve from the role play?
Give the client confidence about the delivery of the new product.
Let us discuss the Learning's.

Project Triple Constraints
Time, Scope, Cost are marked on the corners of the
triangle (project) representing intended constraints on
Project are referred as triple constraint.
Any pull on one constraint in its own direction changes the
dimensions of other two corners of triangle and alters
project.
Quality is inherent to the project and goes accordingly with
pull and push of triple constraints.
Triple Constraint also known as Iron Triangle.
Time
ScopeCost
Quality
Risk

Chapter 2 - Debrief

THIS BRINGS TO CHAPTER 2 COMPLETION.
 Fundamentals of Project Management Framework
 Project & Project Management
 Operation
 Program & Program Management
 Portfolio & Portfolio Management
 PMO & its connect across organization
 Need for Projects
 Role of a Project Manager
 Qualities of a Project Manager
 Product Life Cycle & Project Life Cycle
 Enterprise Environmental Factors
 Stakeholder & Relation to Project
 Management by Objectives (MBO)
 Project Manager’s Radar Wheel
 Organizational Structure, Its Influence on Projects
 Organizational Process Assets
 Project Triple Constraints
Chapter 2

Project Management
Process Groups
Chapter 3

Chapter 3
Objectives
Common Inputs, Tools & Techniques, Outputs (ITTOs)
Initiating Process Groups - 2 Processes
Planning Process Groups - 24 Processes
Executing Process Groups - 8 Processes
Monitoring & Controlling Process Groups - 11 Processes
Closing Process Groups - 2 Processes
All the above 47 Processes & their Inputs, Tools & Techniques,
Outputs (ITTOs)
understand the 5 different
Process Groups, 47
Processes, their Inputs,
Tools & Techniques,
Outputs.
Detailed understanding
about each of these 47
processes with practical
and theoretical
knowledge.
Understand some of the
important concepts of
project management
process groups and
processes with the aid of
samples and examples.

Project Management Process Groups
Based on the W. Edward Deming Plan-Do-Check-Act
cycle and groups are largely derived from same.
Project Management is Integration of these
processes running across the project. Actions taken
during one process typically need alignment and
coordination with interfacing processes. These
project management processes are grouped into
five groups.
1. Initiating Process Group: Processes
performed to define and authorize the
new project and start.
2. Planning Process Group: Processes
performed to scope the project, refine
project objectives, and define course
of action to acheive project objectives.
3. Executing Process Group: Processes
performed to complete the defined
work inline with specifications.
4. Monitoring & Controlling Process
Group: Processes perfomed to monitor
the work being performed to the
specifications and perform processes
to adopt changes in order to bring
back the work being performed inline
to the specifications.
5. Closing Process Group: Processes
performed to closure of all activities
and finally the project end formally.
Project
Management
Processes
Plan
Do
Check
Act
Planning
Execution
Monitoring
Controlling

8 Initiating Domain Process Group Tasks
1. Perform project assessment based upon
available information, lessons learned from
previous projects, and meetings with relevant
stakeholders, in order to support the evaluation
of the feasibility of new products or services
within the given assumptions and/or
constraints.
2. Identify key deliverables based on the business
requirements, in order to manage customer
expectations and direct the achievement of
project goals.
3. Perform stakeholder analysis using appropriate
tools and techniques, in order to align
expectations and gain support for the project.
4. Identify high level risks, assumptions, and
constraints based on the current environment,
organizational factors, historical data and
expert judgment, in order to propose an
implementation strategy.
5. Participate in the development of the project
charter by compiling and analysing gathered
information, in order to ensure project
stakeholders are in agreement on its elements.
6. Obtain project charter approval from the
sponsor, in order to formalize the authority
assigned to the project manager and gain
commitment and acceptance for the project.
7. Conduct benefit analysis with stakeholders
(including sponsor, customer, subject matter
experts), in order to validate project alignment
with organizational strategy and expected
business value.
8. Inform stakeholders of the approved project
charter, in order to ensure common
understanding of the key deliverables,
milestones, and their roles and responsibilities.

13 Planning Domain Process Group Tasks
1. Review and assess detailed project
requirements, constraints, and assumptions
with stakeholders based on the project
charter, lessons learned, and by using
requirement gathering techniques, in order to
establish detailed project deliverables.
2. Develop a scope management plan, based
on the approved project scope and using
scope management techniques, in order to
define, maintain, and manage the scope of
the project.
3. Develop the cost management plan based on
the project scope, schedule, resources,
approved project charter and other
information, using estimating techniques, in
order to manage project costs.
4. Develop the project schedule based on the
approved project deliverables and milestones,
scope, and resource management plans, in
order to manage timely completion of the
project.
5. Develop the human resource management
plan by defining the roles and responsibilities of
the project team members, in order to create
a project organizational structure and provide
guidance regarding how resources will be
assigned and managed.
6. Develop the communications management
plan based on the project organization
structure and stakeholder requirements, in
order to define and manage the flow of
project information.
7. Develop the procurement management plan
based on the project scope, budget, and
schedule, in order to ensure that the required
project resources will be available.
8. Develop the quality management plan and
define the quality standards for the project
and its products, based on the project scope,
risks, and requirements, in order to prevent the
occurrence of defects and control the cost of
quality.

13 Planning Domain Process Group Tasks
9. Develop change management plan by
defining how changes will be addressed and
controlled, in order to track & manage
change.
10. Develop the risk management plan by
identifying, analysing, and prioritizing project
risks, and defining risk response strategies, in
order to manage uncertainty and opportunity
throughout the project life cycle.
11. Present the project management plan to the
relevant stakeholders according to applicable
policies and procedures, in order to obtain
approval to proceed with project execution.
12. Conduct kick-off meeting, communicating the
start of the project, key milestones, and other
relevant information, in order to inform and
engage stakeholders and gain commitment.
13. Develop the stakeholder management plan
by analysing needs, interests, and potential
impact, in order to effectively manage
stakeholders’ expectations and engage them
in project decisions.

7 Executing Domain Process Group Tasks
1. Acquire and manage project resources by
following the human resource and
procurement management plans, in order to
meet project requirements.
2. Manage task execution based on the project
management plan by leading and developing
the project team, in order to achieve project
deliverables.
3. Implement the quality management plan using
the appropriate tools and techniques, in order
to ensure that work is performed in
accordance with required quality standards.
4. Implement approved changes and corrective
actions by following the change management
plan, in order to meet project requirements.
5. Implement approved actions by following the
risk management plan, in order to minimize the
impact of the risks and take advantage of
opportunities on the project.
6. Manage the flow of information by following
the communications plan, in order to keep
stakeholders engaged and informed.
7. Maintain stakeholder relationships by following
the stakeholder management plan, in order to
receive continued support and manage
expectations.

7 Monitoring & Controlling Domain
Process Group Tasks
1. Measure project performance using
appropriate tools and techniques, in order to
identify and quantify any variances and
corrective actions.
2. Manage changes to the project by following
the change management plan, in order to
ensure that project goals remain aligned with
business needs.
3. Verify that project deliverables conform to the
quality standards established in the quality
management plan by using appropriate tools
and techniques, in order to meet project
requirements and business needs.
4. Monitor and assess risk by determining whether
exposure has changed and evaluating the
effectiveness of response strategies, in order to
manage the impact of risks and opportunities
on the project.
5. Review the issue log, and update if necessary,
and determine corrective actions by using
appropriate tools and techniques, in order to
minimize the impact on the project.
6. Capture, analyze, and manage lessons
learned using lessons learned management
techniques, in order to enable continuous
improvement.
7. Monitor procurement activities according to
the procurement plan, in order to verify
compliance with project objectives.

7 Closing Domain Process Group Tasks
1. Obtain final acceptance of the project
deliverables from relevant stakeholders, in
order to confirm that project scope and
deliverables were achieved.
2. Transfer the ownership of deliverables to the
assigned stakeholders in accordance with the
project plan, in order to facilitate project
closure.
3. Obtain financial, legal, and administrative
closure using generally accepted practices
and policies, in order to communicate formal
project closure and ensure transfer of liability.
4. Prepare and share the final project report
according to the communications
management plan, in order to document and
convey project performance and assist in
project evaluation.
5. Collate lessons learned that were documented
throughout the project and conduct a
comprehensive project review, in order to
update the organization’s knowledge base.
6. Archive project documents and materials using
generally accepted practices, in order to
comply with statutory requirements and for
potential use in future projects and audits.
7. Obtain feedback from relevant stakeholders,
using appropriate tools and techniques and
based on the stakeholder management plan,
in order to evaluate their satisfaction.

Understand PMBOK
5 Process Groups
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group
10 Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
Stakeholder Management
Initiating
Planning
Executing
Closure
Monitoring & Controlling

Client
Project
Vendor
Vendor
Work
PM
Client
PM
Vendor
PM
Vendor
PM
Internal StakeholdersExternal Stakeholders External Stakeholders
Organization 1
Organization 2
Organization 3
Organization 4
Internal
External
External
For effective preparation,
consider yourself to be in the center
of entire project engagement during
PMBOK Study
Foundation: PMBOK Study Assumption

47 Processes
Knowledge
Area
Initiating
(2P) 13%
Questions
Planning (24 P)
24% Questions
Executing (8P)
30% Questions
Monitoring &
Controlling (11P)
25% Questions
Closing (2P)
8%
Questions
Integration
4.1 Develop
Project
Charter
4.2 Develop Project
Management Plan
4.3 Direct And
Manage Project
Work
4.4 Monitor And
Control Project
Work
4.5 Perform
Integrated
Change Control
4.6 Close
Project Or
Phase
Scope
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate
Scope
5.6 Control Scope
Time
6.1 Plan Schedule
Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity
Resources
6.5 Estimate Activity Duration
6.6 Develop Schedule
6.7 Control
Schedule
Cost
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
Quality 8.1 Plan Quality Management
8.2 Perform
Quality Assurance
8.3 Control Quality
Each process has
 Inputs to the process
 Tools & Techniques applied to the process
 Outputs from the process
Table Continued…

47 Processes
Knowledge
Area
Initiating
(2P) 13%
Questions
Planning (24 P)
24% Questions
Executing (8P)
30% Questions
Monitoring &
Controlling
(11P)
25% Questions
Closing (2P)
8%
Questions
Human
Resources
9.1 Plan HR
Management
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Communications
10.1 Plan
Communications
Management
10.2 Manage
Communications
10.3 Control
Communicatio
ns
Risk
11.1 Plan Risk
Management
11.2 Identify Risks
11.3 Perform
Qualitative Risk
Analysis
11.4 Perform
Quantitative Risk
Analysis
11.5 Plan Risk
Responses
11.6 Control
Risks
Procurement
12.1 Plan
Procurement
Management
12.2 Conduct
Procurements
12.3 Control
Procurements
12.4 Close
Procuremen
t
Stakeholder
13.1 Identify
Stakeholders
13.2 Plan Stakeholder
Management
13.3 Manage Stakeholder
Engagement
13.4 Control
Stakeholder
Engagement
Each process has
 Inputs to the process
 Tools & Techniques applied to the process
 Outputs from the process

Common ITTO’s
Common
Inputs
• Project
Management
Plan
• Enterprise
Environmental
Factors
• Organizational
Process Assets
Common
Tools & Techniques
• Expert Judgment
Common
Outputs
• Project
Management
Plan updates
• Project
document
updates
• Change Requests

Common Inputs
Project Management Plan
•Is created across the processes in
summary or detailed manner.
•Is the basis for all the project work
to be accomplished based on the
approach defined in the plan.
Enterprise Environmental
Factors
•Factors which have direct or
indirect influence on the outcome
of Project.
•Could be Internal to the
organization or beyond
organization – external.
•Some of them are listed here:
•Organization Culture
•Organization Format & structure
•Human Resource Policies
•Political Climate
•Regulatory environment
•Government Environment Policy
•Financial & Market Conditions…
Organizational Process
Assets
•Organizational assets within the
organization to help & guide
project manager accomplish
project delivery.
•Some of them are listed here:
•Processes, Guidelines and
Procedures
•Examples: Financial Payment
Processes, Technical Guidelines,
Disaster Recovery Procedures
•Corporate Knowledge Base
•Examples: Historical Project Files
& Reports, Past lessons learned

Common Tools & Techniques
Expert Judgment
• Experts in their Subject Matter are considered to be the prime
source of information for the project manager to gather inputs on
any particular subject.
• This is one of the elements for decision making process for
project manager and management.
• Project Manager also utilizes the Expert skills to resolve issues in
that particular expertise domain. This ensures that project
manager is only a facilitator and not the problem solver
him/herself.

Common Outputs
Project Management
Plan Updates
• Is created across the
processes in summary or
detailed manner and
becomes the continuously
evolving output from each
process
• Is utilized by all project team
members
Project Document
Updates
• At any given point the project
documents need to be up to
date
• Documents which get
updated include:
• Requirements Document
• Project Issue Log
• Risk Register
• Stakeholder Register
• Performance Reports
• Communication Log
Change Requests
• All change requests derived
out of each input or process is
an output.
• This is also an input to
Integrated Change Control
Process which includes
Corrective, Preventive
actions, defect repairs and
scope changes.

We Learnt: Common ITTO’s
Common
Inputs
• Project
Management
Plan
• Enterprise
Environmental
Factors
• Organizational
Process Assets
Common
Tools & Techniques
• Expert Judgment
Common
Outputs
• Project
Management
Plan updates
• Project
document
updates
• Change Requests

Let us talk about Initiating
Key Purpose of this Group:
Align Stakeholder Expectations to
Project’s Purpose
Nature of aspects involved in Initiating:
Selection of the Project using
Business Case
Project feasibility check &
Product fitment
Selection of the Sponsor
Identification of all Stakeholders
Cultivate Stakeholder
Management Strategy
Gather preliminary information
required for Project
establishment including
processes and lessons learnt
Evaluate Initial requirements,
Identify Risks & Evaluate
Assumptions
Selection of the Project Manager
Develop Project Charter
Breakdown Project into phases
based on Strategy
Define High level objectives of
the Project

Exam Perspective on Initiating
Primary goals of Initiating are:
Develop project charter
Identify Stakeholders
Understand the following in Initiating:
Staffing is very low
Costs are very low
Chances of Project success are very low
Risks are higher
Stakeholders Influences are higher

Let us talk about Planning
Develop Project Management Plan
along with subsidiary Management Plans
Nature of aspects involved in Planning:
Planning all phases of the Project
Plan all subsidiary management plans
Detailed Scope Requirements & Develop
Scope Statement
Evaluation of Detailed Time(Schedule),
Cost(Budget) Needs, Quality
(Benchmark Standards, Adoption of
Processes, Metrics)
Identify Procurement Needs(Purchases)
Define the Human Resource
Requirements including Roles,
Responsibilities Matrix
WBS Creation & WBS Dictionary
Development
Create activity list, network diagrams,
resource requirements
Identification of Project Critical Path
Perform Risk Identification, Risk
Qualitative & Quantitative Analysis with
Risk Response Strategy
Develop detailed Procurement plan
Develop Process Improvement plan
Develop Change management plan
Develop Project Performance
measurement plan & Establish Baselines
Approval on the Project Plans
Kick Off Project Execution

Exam Perspective on Planning
Primary goals of Planning are:
Finalize a Project Management Plan
Establish supporting Subsidiary Management Plans
Understand the following in Planning:
Project Management Plan and Subsidiary
Management Plans are not finalized until a
thorough Risk assessment and identification has
been performed
Before using any of these plans, all of them need
to be approved by the Project
board/Sponsor/Stakeholders
Provisions should be made in the entire planning
to accommodate the changes which will arise
across the project dimensions

Let us talk about Executing
Get the work done as defined in the
management plans by using all
defined means
Nature of aspects involved in Executing:
Project Work Execution as per
Baselines
Acquire & Deploy Procured Services,
Products & Resources
Select Sellers & Check Quality of
Deliverables from Procurement
Deploy & manage the Human
Resources
Project Team Performance
Reinforcements, Rewards,
Recognition, Team Building
Conduct Meetings & Communicate
Information
Adherence to the Project Processes
Implement Approved Changes by
CCB (Change Control Board)
Quality Assurance & Quality Audits,
Continuous Process Improvements
Record Issues in the Issue Log, assist
the Conflict Resolution
Produce the Deliverables
Ramp down Resources and finally
release

Exam Perspective on Executing
Primary goals of Executing are:
Direct and Manage Project Work
Re-adopt and Refine the Project
Work as progression happens
Understand the following in Executing:
Project progression involves
getting the work accomplished
along with the re-planning,
updates and re-baseline the
project upon approvals
Large amount of the entire project
sum is expensed in this stage

Let us talk about Monitoring &
Controlling
Is to measure the performance of the
project, address change requests,
recommended corrective and
preventive actions along with
implement defect repairs
Nature of aspects involved in Monitoring &
Controlling:
Measure work against the Project
performance baselines
Enable corrective and preventive
actions
Enable approved baseline changes &
re-calibered Project plan
Seek approval for the Change
Requests
Perform Quality Control
Perform Procurement Monitoring
Perform Risk Audits
Perform Integrated Change Control
Perform Forecast Management
Perform Configuration
Appraise Stakeholders with
actionable information
Get an approval on the deliverables
from Customer

Exam Perspective on
Primary goals of Monitoring & Controlling are:
Monitor and Control Project Work and Integrate
Change Control
Pay more attention on these areas:
Perform root cause analysis
Secure additional funding
Perform validated defect repair
Calculate ETC(Estimate to Complete)
Reassess project control system for effectiveness
Understand the following in Monitoring & Controlling:
Project subsidiary plans are complete and realistic
Project performance is measured against metrics
Variances observed are rectified with corrective
actions

Let us talk about Closing
Project performed is now
brought to a proper closure with
all the proper project details
been documented, archived,
released and published
Nature of aspects involved in Closing:
Conformity to Product
Requirements
Procurement Closure
Phase Closure
Product Acceptance
Financial Closure
Stakeholder Appraisal of Project
Performance
Document Project Performance
Report
Document Project Lessons Learnt
Archive Project information for
Future use

Exam Perspective on Closing
Primary goals of Closing are:
Ensure Project Administrative
Closure on the Project is
completed(without which project
is not marked complete)
Understand the following in Closing:
Project is not always only closed in
proper manner, it may also be
subject of Project termination
Reasons for Project termination has
to be detailed and documented
formally for future references
After the Project is closed formally,
it is time to Celebrate.

Chapter 3 - Debrief

THIS BRINGS TO CHAPTER 3 COMPLETION.
Common Inputs, Tools & Techniques, Outputs (ITTOs)
Initiating Process Groups - 2 Processes
Planning Process Groups - 24 Processes
Executing Process Groups - 8 Processes
Monitoring & Controlling Process Groups - 11 Processes
Closing Process Groups - 2 Processes
All above 47 Processes & their Inputs, Tools & Techniques, Outputs (ITTOs)
Chapter 3

Integration Management
Chapter 4

Chapter 4
Objectives
Understand the different Integration
Management Processes
Their Inputs, Tools and Techniques, Outputs
understand the various
Integration aspects
required to pull together
the project towards its
success!

Project Integration Management is the integration of actions
in a consolidated manner across various processes to ensure
the overall project still delivers on all intended aspects of the
project requirements.
Project Integration is essential to proper and up to date
functioning of the project by ensuring :
right options are derived for resource allocation
approved changes to the project scope are vitalized
decisions taken on the competing project objectives
triggering right processes for next action
engaging stakeholders with effective communication &
information across the changes
managing inter dependencies between processes &
knowledge areas
consistency in delivery approach, documentation,
standards being adopted across processes
Knowledge Area: Integration Management

There are 6 Integration Management
processes:
1. Develop Project Charter
Develop a document called Project Charter
to formally authorize the project and start
using organizational resources by Project
Manager
2. Develop Project Management Plan
Develop a plan which will include all
subsidiary management plans and
integrated baselines
3. Direct and Manage Project Work
Directing and Managing the planned work
along with implementing the approved
changes
4. Monitor and Control Project Work
Monitoring and Controlling of project work
during execution of project while status
reports circulated, corrective & preventive
actions implemented
5. Perform Integrated Change Control
Integrating the approved changes and
keeping the project focused to deliver end
project objectives
6. Close Project or Phase
Formally closing all project/phase related
activities
Knowledge Area: Integration Management

4.1 Develop Project Charter
Inputs
• Statement Of Work
• Business Case
• Contract
• Enterprise Environmental
Factors
• Organizational Process
Assets
Tools & Techniques
• Expert Judgment
Outputs
• Project Charter
•Integration
•Develop Project Charter
•Scope
•Time
•Cost
•Quality
•Human Resource
•Communications
•Risk
•Procurement
•Stakeholder
•Identify Stakeholders
Initiating Process
Development of a formal
document which authorizes
project, outlining preliminary
requirements of stakeholder’s
and is a mandatory step to
start the project.
Project charter has to be
signed by a Sponsor who is a
higher authority than a project
manager and with
knowledgeable about both
internal & external needs &
influences.
PM’s Authority can be in multiple
ways, exerted on team.
Positional – Authorized to act
on behalf of sponsor
/management
Referent – Influence using
their own personality
Reward – Influence using the
incentives and recognition.
This is the most influential
Expert – Influence using the
subject matter expertise or
respect because of PM skills
Coercive – Influence using
the fear or rebuke. This is the
least influential

Statement of Work (SOW)
Statement of work is the nature of product or
service to be delivered at end of project.
For Internal Projects, Project Initiator or
Sponsor provides the SOW.
For External Projects, in addition Customer
may also provide the SOW.
It may constitute of:
Business Need
Defines what the business would serve
to the needs of the market or introduce
new product/service.
High Level Product Scope
Defines what product will be actually be
capable of and how it will serve the
business need.
Strategic Plan
Defines how the project is inclined to the
organizational goals. All projects should
be always inclined towards
organizations strategic goals in addition
to serve the business need.
Business Case establishes whether the project
is worth the investment.
Executives or Management uses this
knowledge to make investment decision into
the project.
Business Analysts are the key group to
perform the Cost Benefit Analysis (CBA) of
the project based on the stakeholder inputs
and then consumed by the executives for
decision making.
Business Case is the result of the need, it
could be:
Market Requirement
Customer Need
Social Need
Technological Requirement
Organizational Advancement
Compliance
Ecological Need
…
Business Case

How Projects are chosen
for Investment?
• Present value of Project considering future cash inflows &
cash outflows, also includes inflation rate & foreign
exchange rates
• NPV =
𝐹𝑉
(1+𝑟) 𝑛
• FV-Future value, r-Interest rate, n- Time period
NPV
Net Present
Value
• IRR is known as the Annualized effective compounded
return rate on the Project / Investment.
• Also known as Effective Interest Rate.
IRR
Internal Rate
of Return

• Returns on Invested Value are calculated as a metric to
compare amongst several Projects or to make Investment
decisions.
• ROI = Net Profit / Investment Value
ROI
Return on
Investment
• Considered as typically a Period of Investment to be earned
back or to break even point.
• Payback Period =
𝑃𝑟𝑜𝑗𝑒𝑐𝑡𝑒𝑑 𝐶𝑎𝑠𝑕 𝐼𝑛𝑓𝑙𝑜𝑤 − 𝐸𝑥𝑝𝑒𝑛𝑠𝑒𝑠𝑖=0
Payback Period
Projects are picked for investment based
on many parameters in an organization.
Golden Rule of Selection:
 Highest NPV Wins!
 Highest IRR Wins!
 Highest ROI Wins!
 Lowest Payback Period Wins!

Project Charter
It is the document issued by project
initiator or sponsor to formally authorize
existence of a project and provide the
project manager with the authority to
apply organizational resources to project
activities.
It documents the business/customer
needs, assumptions, constraints, and
high-level requirements to develop or
create new product, service, or result.
Intended to satisfy the needs such as:
Project purpose or justification,
Measurable project objectives and
related success criteria,
High-level requirements, Assumptions
and constraints,
High-level project description and
boundaries,
High-level risks, Summary milestone
schedule,
Summary budget, Stakeholder list,
Project approval requirements
(i.e., what constitutes project
success, who decides the project
is successful, and who signs off on
the project),
Assigned project manager,
responsibility, and authority level
Name and authority of the
sponsor or other person(s)
authorizing the project charter.
The size of the project charter varies
on complexity of project and
information known at the time of its
creation.
At minimum, the charter should outline
the high-level boundaries of project.
This document is created initially and
NOT updated on continual mode.

4.2 Develop Project Management Plan
Inputs
• Project Charter
• Outputs From
Other Processes
• Enterprise
Environmental
Factors
• Organizational
Process Assets
Tools & Techniques
• Expert Judgment
• Facilitation
Techniques
Outputs
• Project
Management
Plan
•Integration
•Develop Project Management Plan
•Scope
•Plan Scope Management
•Collect Requirements
•Define Scope
•Create WBS
•Time
•Plan Schedule Management
•Define Activities
•Sequence Activities
•Estimate Activity Resources
•Estimate Activity Duration
•Develop Schedule
•Cost
•Plan Cost Management
•Estimate Costs
•Determine Budget
•Quality
•Plan Quality Management
•Human Resource
•Plan HR Management
•Communications
•Plan Communications Management
•Risk
•Plan Risk Management
•Identify Risks
•Perform Qualitative Risk Analysis
•Perform Quantitative Risk Analysis
•Plan Risk Responses
•Procurement
•Plan Procurement Management
•Stakeholder
•Plan Stakeholder Management
Planning Process
In order to develop a ―comprehensive project
management plan‖ based on which the project work
itself can be accomplished, it requires to define, prepare
and coordinate all the sub-plans and integrate them.
This plan document will define the approach of the work
to be done, how the project will be executed, monitored
& controlled, along with how to close the project.
Project management plan document may include:
Subsidiary Project Management Plans
Project Phases
Change Control Process
…

Facilitation techniques have broad application within project management
processes and are used to guide the development of the project
management plan.
Some of the key techniques used by facilitators to help teams and individuals
achieve agreement to accomplish project planning activities include:
Brainstorming
Conflict resolution
Problem solving
Meeting management
Facilitation Techniques

Project management plan components may
include, but not limited to:
Baselines(Scope, Schedule, Cost)
Scope Baseline(Project Scope
Document, WBS, WBS Dictionary)
Subsidiary Management Plans(Scope,
Requirements, Schedule, Cost, Quality,
Process Improvement, Human Resources,
Communications, Risk, Procurement,
Stakeholder)
Project management processes
Level of implementation for each process
Tools and techniques to be used
How work will be executed, changes will
be monitored and controlled
How configuration management will be
performed
How baseline integrity will be maintained
Project Management Plan
Stakeholder communication needs
Project life cycle, its phases and
processes applied
Key management reviews including
periodic issue management,
escalation meetings, risk reviews so on.

Project Documents
Apart from the Project management
plan, there are project documents
which are generated and used for
managing project outcome.
Here is a list of some of them:
• Activity Attributes
• Activity Cost Estimates
• Activity Duration Estimates
• Activity List
• Activity Resource Requirements
• Agreements
• Basis Of Estimates
• Change Log
• Change Requests
• Forecasts
• Cost Forecast
• Schedule Forecast
• Issue Log
• Milestone List
• Procurement Documents
• Procurement Statement Of Work
• Project Calendars
• Project Charter
• Project Funding Requirements
• Project Schedule
• Project Schedule Network
Diagrams
• Project Staff Assignments
• Project Statement Of Work
• Quality Checklists
• Quality Control Measurements
• Quality Metrics
• Requirements Documentation
• Requirements Traceability Matrix
• Resource Breakdown Structure
• Resource Calendars
• Risk Register
• Schedule Data
• Seller Proposals
• Source Selection Criteria
• Stakeholder Register
• Team Performance Assessments
• Work Performance Data
• Work Performance Information
• Work Performance Reports

4.3 Direct and Manage Project Work
Inputs
•Project Management Plan
•Approved Change Requests
•Enterprise Environmental
Factors
•Organizational Process Assets
Tools & Techniques
•Expert Judgment
•Project Management
Information Systems
•Meetings
Outputs
•Deliverables
•Work Performance Data
•Change Requests
Updates
•Project Document Updates
•Integration
•Direct and Manage Project Work
•Scope
•Time
•Cost
•Quality
•Perform Quality Assurance
•Human Resource
•Acquire Project Team
•Develop Project Team
•Manage Project Team
•Communications
•Manage Communications
•Risk
•Procurement
•Conduct Procurements
•Stakeholder
•Manage Stakeholder Engagement
Executing Process Directing and managing the
project work execution to ensure
the project objectives are met
along with any approved changes
of work also being executed.
In addition to managing the
planned activities, project
management team also has to
deal with unplanned ad-hoc tasks
which may be beneficial to the
success of the project objectives.
Key benefit of this process is it
provides overall management of
project work as per the needs of
the project objectives.
This process includes activities as:
Perform activities to accomplish
project work towards the objectives
Create Project Deliverables
Up skill the project team to ensure
capabilities to accomplish the tasks
Procure required budget, time,
resources, material
Establish the processes and
procedures to be followed
Establish communication channels
and contracts with third parties
Manage risks, evaluate constraints
and validate assumptions of work
Manage stakeholders and their
engagement levels are adequate

Corrective Action
Deviations to the planned work has to be
brought back in the line of planned work,
this is accomplished with the
implementation of Corrective actions.
Preventive Action
Deviations to the planned work has to be
brought Deviations to the planned work
once acted with correction actions
should be altered such that any further
deviations are prevented with
implementation of Preventive actions.
Defect Repair
In order to ensure any activity which is
leading to non-conformance of the
product requirements is repaired to
deliver a conformance to the product
requirements
Corrective Preventive
Effectivenessis
high
Costsare
high
4.3 Direct and Manage Project Work
In addition to ensure project work is accomplished, sometimes Project Management
Team has to establish suitable actions for implementation of Work & Approved changes.

Deliverables are the actual outcomes
of any particular phase, module,
process or it may be Project.
Each deliverable is a tangible end
outcome which can be measured in
accordance to the defined
objectives.
All deliverables are usually passed
through the quality processes to
ensure they meet the desired quality
and performance.
All these deliverables collectively
contribute towards the end Project
deliverables.
The smallest scale of raw data which is
used to execute the work being
performed to accomplish the work.
Such data gathered during the
execution of processes or work
accomplished is in some cases
retained for further analysis and in
some other cases purged to ensure no
further confidentiality of such data be
maintained.
In some cases the historical record of
such data is valuable for new projects
in similar industries.
Examples include KPI’s (Key
Performance Indicators), actual costs,
number of defects, performance
metrics, simulation records, actual
duration of the tasks and so on.Tangible
Outcomes
Tangible
Outcomes
Tangible
Outcomes
Tangible
Outcomes
Deliverables Work Performance Data

4.4 Monitor and Control Project Work
Inputs
•Schedule Forecasts
•Cost Forecasts
•Validated Changes
•Work Performance
Information
Factors
Tools & Techniques
•Expert Judgment
•Analytical Techniques
•Project Management
Information Systems
•Meetings
Outputs
•Change Requests
•Work Performance Reports
Updates
•Integration
•Monitor and Control Project Work
•Perform Integrated Change Control
•Scope
•Validate Scope
•Control Scope
•Time
•Control Schedule
•Cost
•Control Costs
•Quality
•Control Quality
•Human Resource
•Communications
•Control Communications
•Risk
•Monitor & Control Risks
•Procurement
•Control Procurements
•Stakeholder
•Control Stakeholder Management
Process
It is a process of how to
monitor work in progress &
control work in progress so
that it meets end project
objectives. During the
process:
work performance is
reviewed & continuous
reports are generated
to circulate
corrective & preventive
actions implemented to
put work back on track
forecasts are being
circulated for future
project path.
Key benefit is that it
generates a ready
understanding of the current
progress on project and
future project forecast.
In order to effectively
monitor and control work
being done by the team,
work performed and
progress of the work can be
compared with baselines
developed in planning.
Baselines can be for Project
scope, cost, time and
quality.

4.5 Perform Integrated Change Control
Inputs
•Work Performance Reports
•Change Requests
Factors
Tools & Techniques
•Expert Judgment
•Meetings
•Change Control Tools
Outputs
•Approved Change Requests
•Change Log
Updates
•Integration
•Monitor and Control Project Work
•Perform Integrated Change Control
•Scope
•Validate Scope
•Control Scope
•Time
•Control Schedule
•Cost
•Control Costs
•Quality
•Control Quality
•Human Resource
•Communications
•Control Communications
•Risk
•Monitor & Control Risks
•Procurement
•Control Procurements
•Stakeholder
•Control Stakeholder Management
Process
It is a process to perform
integrated changes to the
project and define the new plans
arising due the changes which
have been accepted.
During the course of the project a
series of changes occur which
could be minor, moderate, major
and based on the CCB(Change
Control Board) these changes
are either Accepted, Rejected or
Delayed.
Once the new plans are
established, the respective
baselines are adopted and a
new perspective on the project is
circulated among stakeholders.
Perform Integrated Change
Control is performed over the
duration of the entire project and
is sole responsibility of the Project
Manager.
Approved Change Requests may
require completely new or revised
estimates of the Cost, Activity,
Schedule, Resources and Risk
evaluation.
All changes go through CCB and
approved by Project
Sponsor/Project Manager. In
some cases
stakeholders/customers are
additionally included to CCB for
additional approval.

Change Control focuses on the
changes to ensure the project
objectives are achieved. Configuration
control is focused on specification of
the processes and the deliverables.
Some of the Configuration
Management activities included in the
Perform Change Control process are:
1. Configuration Identification
2. Configuration status Accounting
3. Configuration Verification and
Audit
Configuration Identification
Identification and Selection of the
Configuration items which helps in
managing the accountability for the
entire project duration.
Configuration Status Accounting
Once accounted, the status of the
configuration item has to be reported
to the team and the stakeholders for
rest of the project duration.
Configuration Verification and Audit
Ensures the configuration items are
correctly marked, addressed, labeled,
registered and implemented as
identified in the project audit summary.
Change Control and Configuration Control

Collection of formal documented procedures,
paperwork, tracking systems and approval levels
for authorizing changes.
Plan for how changes will be managed
CCB creation
Change Control Tools are essential for the
performance of the Integrated Change Control
Process of Project management. This should not
be considered as IT Change Management.
Identification of the right tool(either manual or
automated) may be chosen based upon the
project management team and stakeholder
requirements.
Normally the tools which are chosen should
enable the project management team to
perform the change control along with
automated communication flows and decision
publishing to the stakeholder groups.
Change Control Tools

Approved Change Requests
Changes which are pushed or pulled to the CCB are either approved or rejected
and in cases it may be delayed for further evaluation.
Once the changes are approved they are supposed to be implemented in the
project with the Direct and Manage Work execution process.
The status changes of all the changes in the CCB are recorded and circulated to the
intended teams along with the stakeholders for further information, action and
support
All changes are recorded in the change log during the project duration whether they
are approved or rejected.
Change Log

Change
Desired
Define
Change
Impact
Analysis
CCB
Review
Project
Revised
Deliver
Project
Re-
evaluate
Change
Maintain
Change
Log
CCB will ensure Project
Manager has sufficient
control over the changes.
Uncontrolled change
implementations
with/without the
knowledge of Project
Management Team often
results in Termination of
Projects – since they lack
the overall vision of the
project if the changes are
not addressed properly.
Forming the committee of
members (including client)
on CCB ensures the
stakeholders know and
make approval on only
desired changes toward
the project or act upon
them accordingly.
Change Control Board (CCB) Flow
Rejected
Changes
Delayed
Changes
Scheduled
Integrated
Approved
Change
Requests

4.6 Close Project Or Phase
Inputs
•Accepted Deliverables
Tools & Techniques
•Expert Judgments
•Analytical Techniques
•Meetings
Outputs
•Final Product, Service or
Result Transition
Updates
•Integration
•Close Project Or Phase
•Scope
•Time
•Cost
•Quality
•Human Resource
•Communications
•Risk
•Procurement
•Stakeholder
•Close Procurements
Closing Process
This is the process of closing project with all project related
activities in the manner the project objectives are accomplished.
Key benefit of the process is to formal closure of all project
activities, generate the lessons learned, release the organizational
resources for next projects.
Closure of the project is performed once the Project Scope is
realized as per the Scope Baseline and confirmed by project
management team.
In case of the project being terminated, the Close Project process
ensures a detailed investigation into the reasons why the project
had to be terminated and the lessons are documented
accordingly.

Chapter 4 - Debrief

THIS BRINGS TO “INTEGRATION MANAGEMENT” COMPLETION.
 6 Integration Management Knowledge Area Processes
 Identified their Inputs, Tools & Techniques, Outputs
Chapter 4

Scope Management
Chapter 5

Chapter 5
Objectives
Understand the different Scope
Management Processes
Their Inputs, Tools and Techniques, Outputs
understand the various
Scope Management
aspects required to
understand the customer
needs, how they need to
be approached and
finally brought to the
satisfactory need of the
customer – making the
project successful!

Project Scope Management includes all the defined project work which need to
be accomplished in order to ensure the project is completed successfully.
Project scope may be a subset of the Business Needs which is a much larger
context of the requirements. Multiple projects or phases, based on the budget
available may also be established in order to accomplish the required business
needs for the market.
Manage Scope Management involves definition and controlling project scope
for the project.
Scope can be broadly categorized into:
Business Scope: set of market needs at high level
Product Scope: subset of business scope to define the product or service
characteristics
Project Scope: subset of Product Scope to define project deliverables
Base lined Scope is primary reference for project and further approved changes
by CCB(Change Control Board) are added to establish new scope baselines
which are secondary references during project.
Project Scope Completion marks Completion of Project.
Knowledge Area: Scope Management

There are 6 Scope Management processes:
1. Plan Scope Management
Establishing the Project Scope in the Scope
management plan document
2. Collect Requirements
Collecting the requirements from
stakeholder groups ensuring those
requirements are managed (monitor,
Control) till end of the project
3. Define Scope
Defining the detailed Project scope in the
Scope Statement
4. Create WBS ( Work Breakdown Structure)
Establishing and breaking down the scope
into manageable components in structured
manner
5. Validate Scope
Once the work is accomplished it needs to
be validated against the requirements
6. Control Scope
Monitoring and Controlling the project
scope across the project duration w.r.t
Scope Baseline
Knowledge Area: Scope Management

5.1 Plan Scope Management
Inputs
•Project
Management Plan
•Project Charter
•Enterprise
Environmental
Factors
•Organizational
Process Assets
Tools & Techniques
•Expert Judgment
•Meetings
Outputs
•Scope
Management Plan
•Requirements
Management Plan
•Integration
•Scope
•Define Scope
•Create WBS
•Time
•Develop Schedule
•Cost
•Estimate Costs
•Determine Budget
•Quality
•Human Resource
•Communications
•Risk
•Identify Risks
•Procurement
•Stakeholder
Planning Process
Plan Scope Management is to create a Scope
Management document that documents how the
project scope will be defined, validated and controlled.
Benefits of having this document early will ensure the
minimal conflict resolutions arising due to the project
scope changes.
Key benefit of this process is to provide guidance and
direction on how the scope will be managed during the
course of project.
This plan helps to reduce the risk of project scope creep.
Let us understand this in little detail for practical sense.

Scope Management Plan describes how the scope will
be defined, developed, monitored, controlled, and
verified.
It constitutes of the:
Process for preparation of a detailed project scope
statement
Process to enable WBS creation from the detailed
project scope statement
Process that establishes how the WBS will be
maintained and approved
Process that specifies how formal acceptance of the
completed project deliverables will be obtained;
and
Process to control how requests for changes to the
detailed project scope statement will be processed.
This process is directly linked to the Perform
Integrated Change Control process
Plan itself can be at a high or low level, based on the
needs of the project.
Scope Management Plan

Requirements management plan details how the requirements
will be solicited, analyzed, documented and managed.
The phase-to-phase relationship influences requirements
management. Based on the nature of the project, either single
phase, multiple phase(sequential or overlapping phases),
project manager defines the approach adopted for
requirements management.
It constitutes of the:
How requirements activities will be planned, tracked and
reported
Configuration management activities such as:
how changes to the product will be initiated
how impacts will be analyzed
how they will be traced, tracked, and reported, as well as
the authorization levels required to approve these changes
Requirements prioritization process
Product metrics that will be used and rationale for adopting
them
Traceability structure to reflect which requirement attributes will
be captured on the traceability matrix.
Requirements Management Plan

5.2 Collect Requirements
Inputs
•Scope
Management Plan
•Requirements
Management Plan
•Stakeholder
Management Plan
•Project Charter
•Stakeholder
Register
Tools & Techniques
•Interviews
•Focus Groups
•Facilitated
Workshops
•Group Creativity
Techniques
•Group Decision-
making Techniques
•Questionnaires
And Surveys
•Observations
•Prototypes
•Benchmarking
•Context Diagrams
•Document Analysis
Outputs
•Requirements
Documentation
•Requirements
Traceability Matrix
•Integration
•Scope
•Define Scope
•Create WBS
•Time
•Develop Schedule
•Cost
•Estimate Costs
•Determine Budget
•Quality
•Human Resource
•Communications
•Risk
•Identify Risks
•Procurement
•Stakeholder
Planning Process
Collect requirements process
means: Define and document
stakeholders’ needs; Define and
manage customers’
expectations; Establish the
foundation of the WBS; Input to
cost, schedule, and quality
planning.
Key benefit of this process is to
become the basis for defining
and managing the project scope
including product scope.
Practically, organizations classify
requirements into:
Project Specific
Business Requirements
Project Management
Requirements
Delivery Requirements
Product Specific
Performance Requirements
Security Requirements
Technical Requirements

Collect Requirements - Interviews
Used to provoke information from stakeholders by talking & engaging them directly. Either One-
on-one or Group interviews with appropriate subject matter experts (SME’s) are used to identify
features and seek functions of desired end outcome deliverables.
Either formal or informal interviews ensure the project manager gain those elicited answers from
participants and often also result to access to confidential requirements.
Formal Interview Process Steps :
1. Identify stakeholders to be interviewed
2. Obtain a general understanding of the customers business
3. Develop interview questions using open-ended questions
4. Set meeting time and location for the interview
5. Provide a set of questions to interviewees prior to the interview
6. Use one or more Recorders to accurately preserve results of the interview
7. Provide results to interviewees for confirmation of content
Informal Interview Process Steps :
1. Identify stakeholders to be interviewed
2. Obtain a general understanding of the customers business
3. Develop interview questions to make sure certain questions are answered during session
4. Set up a casual meeting or telephone conversation time for the interview.
5. Takes handwritten notes during the interview; avoid using electronic data capture.
6. Provide results to interviewee for confirmation of content

As it indicates, Focus Groups are focused moderated discussions in
a group(includes prequalified stakeholders, subject matter experts)
hosted by an experienced moderator to go through a channelized
manner of discussion to arrive at required requirements information
to develop a product, service or outcome.
Why are Focus Groups useful to collect requirements from
Stakeholders, SME’s?
Group dialogue tends to generate rich information, as
participants’ insights tend to ―trigger‖ the sharing of others’
personal experiences and perspectives in a way that can more
easily or readily tease out the nuances and tensions of complex
topics and subjects – a dynamic that is not present during key
informant interviews.
Provides information directly from individuals who are invested
in the issue or hold expert knowledge about a topic of which
little is known among researchers. Provides information from
people who can provide insights about actual conditions and
situations.
Provides a representation of diverse opinions and ideas.
Provides a relatively low cost and efficient way to generate a
great deal of information.
Collect Requirements - Focus Groups

These are focused sessions with key stakeholders together to define product requirements.
Workshops are considered a primary technique for quickly defining cross-functional requirements
and reconciling stakeholder differences.
Due to their interactive nature, well-facilitated sessions can build trust, foster relationships, and
improve communication among the stakeholders, to lead increased stakeholder consensus. In
addition, issues can be discovered earlier and resolved more quickly.
However, ensuring the key stakeholder participation & active presence remains a challenge from
the project management perspective.
Few of the well know facilitated workshop examples include:
JAD(Joint application development) used in Software Industry. Both Business users and
Technical users sit together to define the requirements.
QFD(Quality Function deployment) used in Manufacturing Industry. Customer needs are
collected, sorted, then prioritized, and goals set for achieving them. This helps determine the
critical requirements of the product.
How to make facilitated workshop a success?
The moderator is key and has to understand end objective of workshop, set expectations in
the beginning & moderate discussion in manner keeping all participants in mind.
Each statement should be elaborated by the moderator before being thrown out in the open
workshop for discussion. And finally each discussion point needs to be concluded right there
to ensure consensus or partial agreement on the consensus. Formalize the conclusions with a
formal email after workshop to all stakeholders.
Facilitated Workshops

Group Creativity Techniques
Which Technique? Explanation
Brainstorming Primarily a source to generate and collect multiple ideas
Nominal Group
Brainstorming clubbed with prioritization & voting process for further exploration of most
useful ideas
Delphi
Group of subject matter experts provide responses anonymously for consolidation by a
facilitator and redistributed out for further exploration
Idea/Mind
Mapping
Individual brainstorming session results are mapped into a single map to generate bigger
ideas
Affinity diagram Number of ideas are classified into categories for further review & analysis
Multi criteria
decision analysis
utilizes a decision matrix to provide a systematic analytical approach for establishing
criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas
Generating a creative environment for SME’s or project team to openly
discuss their ideas is a powerful and creative way to ensure the
requirements are fully captured.

Selection of staff may be done with respect to ratings provided for each individual
resource on multiple parameters.
It is advantageous to structure complex problems well and to consider multiple
criteria explicitly which would lead to more informed and better decision making to
pick the right set of resources.
Multi-Criteria Decision Analysis is a management tool applied for making
Management decisions, Requirements prioritization, Resource Selection or any other
where extensive parameters are supposed to be solicited.
Multi-Criteria Decision Analysis
Resources
Total
Ratings
Availability Cost Experience Ability Knowledge Skills Attitude
International
factors
Raj 38 2 7 4 5 1 6 9 4
Surya 41 8 4 6 2 1 7 10 3
Satish 52 10 7 2 4 6 7 8 8
Ashok 47 7 8 4 3 2 5 8 10

Group Decision Making
Which
Technique?
Explanation
Unanimity
Decisions which are arrived where everyone agrees to the course of action.
This type of outcome is possible with brainstorming combined with Delphi
technique.
Majority Decisions where more than 50% participants agree on the course of action.
Plurality Decision arrived by the largest group even if the majority is not arrived.
Dictatorship One individual makes the decision for the group.
Driving decisions of multiple stakeholders to a cohesive direction in a
project environment means applying many techniques at different times
of the project for the best outcome.

Questions & Surveys
Set of predefined questions and or polls
to arrive at a statistical answer from a
geographically spread diversified team
of stakeholders. This is the MOST easiest
way to collect information from such a
large group of stakeholders.
Respondents providing sufficient
information and knowledge to
complete the survey. The usefulness of
a survey is in the responses that are
received to solicit requirements.
Adding an incentive for participants to
complete the survey quickly may also
speed up the entire process of
collection of requirements.
Surveys can take a long time to
prepare, collect, and collate but with
careful planning, a well-executed
survey can simplify the process of
gathering requirements dramatically.
Observations come handy when the
requirements are not been able to
articulate. An observer acts as shadow
to the person performing the job and
captures the required detail about the
requirement.
Though Questions and Surveys can be
used to secure information from
project team and market, often
considerable amount of data can be
collected by just observing.
Seeing and Listening are the key to
gain significant information.
Observation provides the opportunity
to document activities, behavior and
physical aspects without having to
depend upon project team willingness
and ability to respond to questions.
Observations (Job Shadowing)

Prototypes
Prototypes are also known as abstract
representations, storyboarding..
Prototypes are the methods of ensuring
the early feedback from the
stakeholders due to its nature of being
a mockup of the actual end product.
In Software, storyboards use mock-ups
to show the end visualization of
software products with links and
interfaces.
Highly useful in visualizing the look and
feel of an application and the process
workflow.
Is the technique of comparing the
actual or planned practices to those of
the standard industry best recognized
and/or accredited practices to ensure
the possible improvements on the basis
of the measuring performance.
One can also benchmark individual
projects or program, or overall
organization's project management, or
both, because they are all related.
Some parts of the organization do
really well, other parts really bad.
Benchmarking is not only to gather
requirements, it can also be used in
many other dimensions in the
organization.
Benchmarking

Context Diagrams
Context diagrams visually depict the
product scope by showing a business
system (process, equipment, computer
system, etc.), and how people and
other systems (actors) interact with it.
Context diagrams show inputs to the
business system, the actor(s) providing
the input, the outputs from the business
system, and the actor(s) receiving the
output.
Context diagrams serve as a useful tool
to help the project stakeholders
communicate about what lies outside
the system boundary.
Is the technique of elicitation of
available documents from various
sources to arrive at the requirements.
Sources may be internal or external to
the organization like:
Business Plans, Marketing Literature,
Agreements
RFP’s, Current process flows,
Logical data models
Business rule repositories, Software
documentation
Business Processes, Use cases,
Other requirements
Problem/Issue logs, Policies,
Procedures
Regulatory documentation such as
laws, codes or ordinances so on..
Document Analysis

Requirements Documentation
Requirements documentation describes how
individual requirements meet the business
need for project. Requirements get refined
as more clarity is visible over project period
elapses.
Requirements documentation may consist of
the:
Business Requirements
Stakeholder Requirements
Solution Requirements
Project Requirements
Transition Requirements
Requirements assumptions
Dependencies and Constraints
Requirements traceability matrix is a grid
document that envisions how the product
requirements from their origin to the
deliverables that satisfy them.
Tracing requirements include the following:
Business needs, opportunities, goals and
objectives
Project Objectives
Project Scope/WBS Deliverables
Product Design
Product Development
Test Strategy and Test Scenarios
High level requirements to more
detailed requirements
Requirements Traceability Matrix

5.3 Define Scope
Inputs
• Scope
Management
Plan
• Project Charter
• Requirements
Documentation
• Organizational
Process Assets
Tools &
Techniques
• Expert
Judgment
• Product
Analysis
• Alternatives
Generation
• Facilitated
Workshops
Outputs
• Project Scope
Statement
• Project
Document
Updates
•Integration
•Scope
•Define Scope
•Create WBS
•Time
•Develop Schedule
•Cost
•Estimate Costs
•Determine Budget
•Quality
•Human Resource
•Communications
•Risk
•Identify Risks
•Procurement
•Stakeholder
Planning Process
Define scope ensures the detailed description of the project and
product with the boundaries of what is included and excluded.
This is continuously evolved as the project progresses.
In order to avoid scope creep, wherever possible scope should be
as much detailed as possible.
Definition: Scope creep is considered as any un-warranted
changes introduced to the existing scope of work.
From the Collect Requirements Process, since it will not be possible
to develop the entire set of requirements identified, the finalized
version of requirements will constitute the project scope.

Project Scope Defined
Project Scope
Statement

It is the description of Project Scope, Major Deliverables, Assumptions, and Constraints. The Project
Scope Statement documents entire Scope, including Project and Product Scope.
It may constitute the following:
Product Scope Description
Product Acceptance Criteria
Project Deliverables
Project Exclusions
Project Constraints and Assumptions
Although Project Charter and Project Scope Statement are different with their
intended purpose, it is better to have a clear understanding:
Project Scope Statement
Project Charter Project Scope Statement
May include…
 Project justification
 High-level requirements and
project description
 Summary milestone schedule
and budget
 Measureable objectives and
success criteria
 Project approval requirements
 Sponsor name and signature
 Project manager name and
authority level
May include…
 Project
o Deliverables
o Boundaries
o Constraints
o Assumptions
 Product
o Scope description
o User acceptance criteria

Product Analysis
Product analysis is a method for converting the
product description into project deliverables and
requirements. Product analysis includes techniques:
Product Breakdown: Breaks down product into
components, to examine each component
individually and how it may work with other parts of
entire product.
Systems Engineering: Focuses on satisfying the
customers’ needs, cost requirements, and quality
demands through design and creation of product.
Value Engineering: Deals with reducing costs and
increasing profits, all while improving quality. Its
focus is on solving problems, realizing opportunities,
and maintaining quality improvement.
Value Analysis: Similar to value engineering, this
focuses on the cost/quality ratio of the product. For
example, your expected level of quality of a
€200,000 car versus a €150,000 used car is likely
relevant to the cost of each.
Function Analysis: Related to value engineering, this
allows team input to the problem, institutes a search
for a logical solution, and tests the functions of the
product so the results can be graphed.
Quality Function: This deployment is a philosophy
and a practice to fully understand customer
needs—both spoken and implied—without
incorporating unnecessarily costly features or
refinements into the project deliverables.
Used to develop as many potential options as
possible in order to identify different approaches to
execute and perform the work of the project.
This means making sure that for every project
decision, there is a real choice:
a choice of implementation methods, possibly using
different approaches or technical methods. The first
one that comes to mind is not always best one.
a choice of who does what. The expert may be very
good but not available when needed. It may be
faster to use the expert as a coach, supporting a
less experienced person for implementation.
a choice of location. Where the project team are
affects communications, availability and many
other factors.
a choice of supplier. This is normal practice for
procurement, where ―alternatives generation‖ is
built into the system.
a choice of standards. Not all standards apply in all
situations.
Alternatives Generation

5.4 Create WBS
Inputs
•Scope
Management Plan
•Project Scope
Statement
•Requirements
Documentation
•Enterprise
Environmental
Factors
•Organizational
Process Assets
Tools & Techniques
•Expert Judgment
•Decomposition
Outputs
•Scope Baseline
•Project Document
Updates
•Integration
•Scope
•Define Scope
•Create WBS
•Time
•Develop Schedule
•Cost
•Estimate Costs
•Determine Budget
•Quality
•Human Resource
•Communications
•Risk
•Identify Risks
•Procurement
•Stakeholder
Planning Process
Create WBS (Work Breakdown Structure) is the process of subdividing the
deliverables and work into smaller, more manageable components in a
structured hierarchical decomposition visual manner.
Key Benefit from this process is to envision the holistic view of deliverables in a
structured fashion.
The planned work at the lowest level of the WBS element is called as Work
Package.
Work package is also identified as a group of related activities that can be
easily: Estimated; Scheduled; Monitored and Controlled
Usually Work packages are assigned to individual owners to ensure
estimation and timely management.

Decomposition is a technique to divide and
subdivide the large chunks of project scope into
more manageable smaller(granular) work
packages.
The degree of such granularity depends on the
control needed on the work packages to be
delivered, usually until the cost and schedule can
be managed.
Decomposition of the work usually involves:
Identification and Analysis of High Level Work
and Deliverables
Structure and Organize the WBS Elements
Decompose Higher elements into Lower
elements
Assign WBS element identification codes for
each element
Ensure the WBS elements are manageable, if
not further decompose the elements.
How do you manage WBS elements of work
contracted?
Ensure the work contracted has its own WBS
which is manageable by the contracted
party.
In Scope Management, project deliverables are
subdivided into smaller and more manageable
components until the work and deliverables are
defined to the work package level. This is called as
decomposition.
In Time Management, each work package within
the WBS is decomposed into the activities required
to produce the work package deliverables. This is
called as decomposition.
Decomposition
Project
Phases
Deliverables
Work
Packages
Activities
Decomposition
Output of
Scope
Management
Output of Time
Management
Decomposition

Sample WBS
My Robot
1.0 Project
Management
1.1 Planning
1.2 Procurement
1.3 Execution
1.4 Monitoring &
Controlling
1.5 Closure
2.0 Soft
Simulation
2.1 Design &
Develop software
models
2.2 Execute
Simulations
2.3 Make
Refinements
2.4 Security &
Performance
Check
3.0 Hardware
Simulation
3.1 Beta Model
Development
3.2 Practical
Demonstration
of working unit
3.3 Make
Hardware
Refinements
3.4 Security &
Performance
Check
4.0 Production
Modeling
4.1 Setup a
Production
Model
Machinery
4.1.1 Internal
Clearances
4.1.2 Regulatory
Clearances
4.1.2.1
Geographic
Regulatory
Clearances – Asia
4.1.2.2
Geographic
Regulatory
Clearances -
Americas
4.1.3 Product
Ready Clearance
4.2 First Lot of
Production
4.3 Refinement
Checks
4.3.1 Production
Quality &
Assurance
4.3.2 Rapid
Production Check
5.0 Mass
Production
5.1 Contracted to
Third Party
WBScanbeestablishedinvariousformatsbasedontheprojectneeds,complexityandthecontrolrequired.
Typically,itisdecomposeduntiltheProjectScopeandCostcanbemanagedatthatWorkpackagelevel.

The Scope Baseline is the approved version of a Scope
Statement, Work Breakdown Structure (WBS), Associated
WBS Dictionary that can be changed only through formal
change control procedures and is used as a basis for
comparison.
Each Work Breakdown Structure (WBS) work package is
assigned to a Control Account with and established unique
identifier from Code of Accounts. Control Accounts play a
vital role in management decisions with performance
measurement of each work package.
WBS Dictionary is a document that provides detailed
deliverable, activity, and scheduling information about
each component in the WBS. It may include:
Code Of Account Identifier, Description Of Work
Assumptions And Constraints, Responsible Organization
Schedule Milestones, Associated Schedule Activities
Resources Required, Cost Estimates
Quality Requirements, Acceptance Criteria
Technical References, Agreement Information.
Scope Baseline

What does Scope Baseline Consists?
Scope Baseline
Associated
WBS
Dictionary
Project
Scope
Statement
WBS
Primary Success of almost every project
is to achieve the Scope Baseline.
Without Scope, Project is not a Win.

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