2. PROJECT INTEGRATION MANAGEMENT
This knowledge area coordinates other areas to work together throughout the project
and includes the processes and activities to identify, define, combine, unify and
coordinate the various processes and project management activities within the project
management process groups. It includes making choices about resource allocation,
making trade-offs among competing objectives and alternatives, and managing the
interdependencies among the project management knowledge areas. This knowledge
area emphasizes the generally accepted role of a Project Manager: performing
coordination and bringing all the pieces (the deliverables of the project) together.
3. 2
PROJECT INTEGRATION MANAGEMENT OVERVIEW
PROCESS PROCESS GROUP INPUTS TOOLS & TECHNIQUES OUTPUTS
1 Develop Project Charter Initiating Project statement of work (SOW) Expert judgment Project charter
Business case Facilitation techniques
Agreements
Enterprise environmental factors (EEF)
Organizational process assets (OPA)
2 Develop Project Management Plan Planning Project charter Expert judgment Project management plan
Outputs from other processes Facilitation techniques
EEF
OPA
3 Direct & Manage Project Work Executing Project management plan Expert judgment Deliverables
Approved change requests Project management information
system
Work performance data
EEF Meetings Change requests
OPA Project management plan
Project documents updates
4 Monitor & Control Project Work Monitoring & Controlling Project management plan Expert judgment Change requests
Schedule forecasts Analytical techniques Work performance reports
cost forecasts Project management information
system
Project management plan
Validated changes Meetings Project documents updates
Work performance information
EEF
OPA
5 Perform Integrated Change Control Monitoring & Controlling Project management plan Expert judgment Approved change requests
Change requests Meetings Change log
Work performance reports Change control tools Project management plan updates
EEF Project documents updates
OPA
6 Close Project or Phase Closing Project management plan Expert judgment Final product, service, or result transition
Accepted deliverables Analytical techniques OPA updates
OPA Meetings
4. 3
PROJECT SCOPE MANAGEMENT
A set of processes is used to ensure that the project includes all the requirements and
that no new requirements are added in a way that could harm the project. This
knowledge area includes the processes required to ensure that the project includes all
the work required, and only the work required, to complete the project successfully and
includes setting clearly defined project objectives, defining major project deliverables,
and controlling changes to those deliverables. Managing the scope primarily concerns
defining and controlling what is and what is not included in the project.
5. 4
PROJECT SCOPE MANAGEMENT OVERVIEW
PROCESS PROCESS GROUP INPUTS TOOLS & TECHNIQUES OUTPUTS
1 Plan Scope Management Planning Project management plan Expert judgment Scope management plan
Project charter Meetings Requirements management plan
EEF
OPA
2 Collect Requirements Planning Scope management plan Interviews Requirements documentation
Requirements management plan Focus groups Requirements traceability matrix
Stakeholder management plan Facilitated workshops
Project charter Group creativity techniques
Stakeholder register Group decision-making techniques
Questionnaires & surveys
Observations
Prototypes
Benchmarking
Context diagrams
Document analysis
3 Define Scope Planning Scope management plan Expert judgment Project scope statement
Project charter Product analysis Project documents updates
Requirements documentation Alternatives generation
OPA Facilitated workshops
4 Create WBS Planning Scope management plan Decomposition Scope baseline
Project scope statement Expert judgment Project documents updates
Requirements documentation
EEF
OPA
5 Validate Scope Monitoring & Controlling Project management plan Inspection Accepted deliverables
Requirements documentation Group decision-making techniques Change requests
Requirements traceability matrix Work performance information
Verified deliverables Project documents updates
Work performance data
6. 5
6 Control Scope Monitoring & Controlling Project management plan Variance analysis Work performance information
Requirements documentation Change requests
Requirements traceability matrix Project management plan updates
Work performance data Project documents updates
OPA OPA updates
7. 6
PROJECT TIME MANAGEMENT
Processes are required to manage the timely completion of the project and to ensure
that the project is completed on schedule. This knowledge area is driven by risk,
resource availability, business value, and the scheduling methods used.
8. 7
PROJECT TIME MANAGEMENT OVERVIEW
PROCESS PROCESS GROUP INPUTS TOOLS & TECHNIQUES OUTPUTS
1 Plan Schedule Management Planning Project management plan Expert judgment Schedule management plan
Project charter Analytical techniques
EEF Meetings
OPA
2 Define Activities Planning Schedule management plan Decomposition Activity list
Scope baseline Rolling wave planning Activity attributes
EEF Expert judgment Milestone list
OPA
3 Sequence Activities Planning Schedule management plan Precedence diagramming method
(PDM)
Project schedule network diagrams
Activity list Dependency determination Project documents updates
Activity attributes Leads & lags
Milestone list
Project scope statement
EEF
OPA
4 Estimate Activity Resources Planning Schedule management plan Expert judgment Activity resource requirements
Activity list Alternative analysis Resource breakdown structure (RBS)
Activity attributes Published estimating data Project documents updates
Resource calendars Bottom-up estimating
Risk register Project management software
Activity cost estimates
EEF
OPA
5 Estimate Activity Durations Planning Schedule management plan Expert judgment Activity duration estimates
Activity list Analogous estimating Project documents updates
Activity attributes Parametric estimating
Activity resource requirements Three-point estimating
Resource calendars Group decision-making techniques
Project scope statement Reserve analysis
Risk register
10. 9
COST MANAGEMENT
Project cost management includes the processes involved in planning, estimating,
budgeting, financing, funding, managing, and controlling costs sothat the project can be
completed within the approved budget. In other words, this knowledge area includes
processes to ensure that the project is completed on budget.
11. 10
PROJECT COST MANAGEMENT OVERVIEW
PROCESS PROCESS GROUP INPUTS TOOLS & TECHNIQUES OUTPUTS
1 Plan Cost Management Planning Project management plan Expert judgment Cost management plan
Project charter Analytical techniques
EEF Meetings
OPA
2 Estimate Costs Planning Cost management plan Expert judgment Activity cost estimates
HR management plan Analogous estimating Basis of estimates
Scope baseline Parametric estimating Project documents updates
Project schedule Bottom-up estimating
Risk register Three-point estimating
EEF Reserve analysis
OPA Cost of quality
Project management software
Vendor bid analysis
Group decision-making techniques
3 Determine Budget Planning Cost management plan Cost aggregation Cost baseline
Scope baseline Reserve analysis Project funding requirements
Activity cost estimates Expert judgment Project documents updates
Basis of estimates Historical relationships
Project schedule Funding limit reconciliation
Resource calendars
Risk register
Agreements
OPA
4 Control Costs Monitoring & Controlling Project management plan Earned value management Work performance information
Project funding requirements Forecasting cost forecasts
Work performance data To-complete performance index
(TCPI)
change requests
OPA Performance reviews Project management plan updates
Project management software Project documents updates
Reserve analysis OPA updates
12. 11
PROJECT QUALITY MANAGEMENT
Project Quality Management includes the processes and activities of the performing
organization that determine the quality policies, objectives, and responsibilities so that
the project will satisfy the needs for which it was undertaken. It uses policies and
procedures to implement, within the project’s context, the organization’s quality
management system and supports continuous process improvement activities as
undertaken on behalf of the performing organization. This area also includes developing
plans to ensure that project requirements, including product requirements, are met and
validated. Quality management can ultimately establish a quality policy, help understand
quality principles introduced by quality experts, developing quality assurance processes,
and control the quality of all project deliverables.
13. 12
PROJECT QUALITY MANAGEMENT OVERVIEW
PROCESS PROCESS GROUP INPUTS TOOLS & TECHNIQUES OUTPUTS
1 Plan Quality Management Planning Project management plan Cost-benefit analysis Quality management plan
Stakeholder register Cost of quality Process improvement plan
Risk register Seven basic quality tools Quality metrics
Requirements documentation Benchmarking Quality checklists
EEF Design of experiments Project documents updates
OPA Statistical sampling
Additional quality planning tools
Meetings
2 Perform Quality Assurance Executing Quality management plan Quality management & control tools change requests
Process improvement plan Quality audits Project management plan updates
Quality metrics Process analysis Project documents updates
Quality control measurements OPA updates
Project documents
3 Control Quality Monitoring & Controlling Project management plan Seven basic quality tools Quality control measurements
Quality metrics Statistical sampling Validated changes
Quality checklists Inspection Verified deliverables
Work performance data Approved change requests review Work performance information
Approved change requests change requests
Deliverables Project management plan updates
Project documents Project documents updates
OPA OPA updates
14. 13
PROJECT HR MANAGEMENT
Project Human Resource Management includes the processes that organize, manage,
and lead the project team. This knowledge area includes all the processes used to
develop, manage, and put the project team together. This involves planning HR
management, acquiring and developing the project team, motivating the team, and
understanding management styles and organizational structure.
15. 14
PROJECT HR MANAGEMENT OVERVIEW
PROCESS PROCESS GROUP INPUTS TOOLS & TECHNIQUES OUTPUTS
1 Plan HR Management Planning Project management plan Organization charts & position
descriptions
Human resource management plan
Activity resource requirements Networking
EEF Organizational theory
OPA Expert judgment
Meetings
2 Acquire Project Team Executing Human resource management plan Pre-assignment Project staff assignments
EEF Negotiation Resource calendars
OPA Acquisition Project management plan updates
Virtual teams
Multi-criteria decision analysis
3 Develop Project Team Executing Human resource management plan Interpersonal skills Team performance assessments
Project staff assignments Training EEF updates
Resource calendars Team-building activities
Ground rules
Co-location
Recognition & rewards
Personnel assessment tools
4 Manage Project Team Executing Human resource management plan Observation & conversation change requests
Project staff assignments Project performance appraisals Project management plan updates
Team performance assessments Conflict management Project documents updates
Issue log Interpersonal skills EEF updates
Work performance reports OPA updates
OPA
16. 15
PROJECT COMMUNICATIONS MANAGEMENT
Project Communications Management includes the processes that are required to
ensure the timely and appropriate planning, collection, creation, distribution, storage,
retrieval management, control, monitoring, and ultimate disposition of project
information. This knowledge area determines what information is needed, how that
information will be sent and managed, and how project performance is reported. This
involves planning and distributing information correctly and to the appropriate
stakeholders, reporting the performance, managing stakeholders, and developing
processes to ensure effective transfer of information. Communications management is
mainly about effective communication among those involved in the project, from
stakeholders to internal project interests at different levels and with differing views.
17. 16
PROJECT COMMUNICATIONS MANAGEMENT OVERVIEW
PROCESS PROCESS GROUP INPUTS TOOLS & TECHNIQUES OUTPUTS
1 Plan Communications Management Planning Project management plan Communication requirements
analysis
Communications management plan
Stakeholder register Communication technology Project documents updates
EEF Communication models
OPA Communication methods
Meetings
2 Manage Communications Executing Communications management plan Communication technology Project communications
Work performance reports Communication models Project management plan updates
EEF Communication methods Project documents updates
OPA Information management systems OPA updates
Performance reporting
3 Control Communications Monitoring & Controlling Project management plan Information management systems Work performance information
Project communications Expert judgment Change requests
Issue log Meetings Project management plan updates
Work performance data Project documents updates
OPA OPA updates
18. 17
PROJECT RISK MANAGEMENT
Project Risk Management includes the processes of conducting risk management
planning, identification, analysis, response planning, and risk control in a project. The
objectives of project risk management are to increase the likelihood and impact of
positive events and decrease the likelihood and impact of negative events in the project.
This area includes identifying potential project risk events, using qualitative and
quantitative analysis to prioritize potential risks, respond to risk situations, and develop
risk monitoring and controlling processes. The PM and the project team actively discuss
potential risk situations that will make difference between a smooth-flowing project and
a project filled with surprises and potential disasters.
19. 18
PROJECT RISK MANAGEMENT OVERVIEW
PROCESS PROCESS GROUP INPUTS TOOLS & TECHNIQUES OUTPUTS
1 Plan Risk Management Planning Project management plan Analytical techniques Risk management plan
Project charter Expert judgment
Stakeholder register Meetings
EEF
OPA
2 Identify Risks Planning Risk management plan Documentation reviews Risk register
Cost management plan Information gathering techniques
Schedule management plan Checklist analysis
Quality management plan Assumptions analysis
HR management plan Diagramming techniques
Scope baseline SWOT analysis
Activity cost estimates Expert judgment
Activity duration estimates
Stakeholder register
Project documents
Procurement documents
EEF
OPA
3 Perform Qualitative Risk Analysis Planning Risk management plan Risk probability & impact assessment Project documents updates
Scope baseline probability & impact matrix
Risk register Risk data quality assessment
EEF Risk categorization
OPA Risk urgency assessment
Expert judgment
4 Perform Quantitative Risk Analysis Planning Risk management plan Data gathering & representation
techniques
Project documents updates
Cost management plan Quantitative risk analysis & modeling
techniques
Schedule management plan Expert judgment
Risk register
EEF
OPA
20. 19
5 Plan Risk Responses Planning Risk management plan Strategies for negative risks or threats Project management plan updates
Risk register Strategies for positive risks or
opportunities
Project documents updates
Contingent response strategies
Expert judgment
6 Control Risks Monitoring & Controlling Project management plan Risk reassessment Work performance information
Risk register Risk audits Change requests
Work performance data Variance & trend analysis Project management plan updates
Work performance reports Technical performance measurement Project documents updates
Reserve analysis OPA updates
Meetings
21. 20
PROJECT PROCUREMENT MANAGEMENT
Project Procurement Management includes the processes necessary to purchase or
acquire products, services, or results needed from outside the project team to complete
the project objectives. This includes determining what goods and services should be
purchased or developed internally by an organization, planning purchases, and
developing procurement documentation such as request for proposals. It also involves
determining appropriate contract types, negotiating terms, selecting sellers, managing
contracts through implementation, and them managing project closure and contractual
closure.
22. 21
PROJECT PROCUREMENT MANAGEMENT OVERVIEW
PROCESS PROCESS GROUP INPUTS TOOLS & TECHNIQUES OUTPUTS
1 Plan Procurement Management Planning Project management plan Make-or-buy analysis Procurement management plan
Requirements documentation Expert judgment Procurement statement of work
Risk register Market research Procurement documents
Activity resource requirements Meetings Source selection criteria
Project schedule Make-or-buy decisions
Activity cost estimates Change requests
Stakeholder register Project documents updates
EEF
OPA
2 Conduct Procurements Executing Procurement management plan Bidder conference Selected sellers
Procurement documents Proposal evaluation techniques Agreements
Source selection criteria Independent estimates Resource calendars
Seller proposals Expert judgment Change requests
Project documents Analytical techniques Project management plan updates
Make-or-buy decisions Procurement negotiations Project documents updates
Procurement statement of work
OPA
3 Control Procurements Monitoring & Controlling Project management plan Contract change control system Work performance information
Procurement documents Procurement performance reviews Change requests
Agreements Inspections & audits Project management plan updates
Approved change requests Performance reporting Project documents updates
Work performance data Payment systems OPA updates
Work performance reports Claims administration
Records management system
4 Close Procurements Closing Project management plan Procurement audits Closed procurements
Procurement documents Procurement negotiations OPA updates
Records management system
23. 22
PROJECT STAKEHOLDER MANAGEMENT
Project stakeholders include anyone influenced by or influencing the result of a project.
Project Stakeholder Management includes the processes to ensure the identification of
stakeholders and to plan, manage, and control their engagement, which is required to
identify the people, groups, or organizations that could impact or be impacted by the
project, to analyze stakeholder expectations and their impact on the project, and to
develop appropriate management strategies for effectively engaging stakeholders in
project decisions and execution. Stakeholder management also focuses on continuous
communication with stakeholders to understand their needs and expectations,
addressing issues as they occur, managing conflicting interests, and fostering appropriate
stakeholder engagement in project decisions and activities.
24. 23
PROJECT STAKEHOLDER MANAGEMENT OVERVIEW
PROCESS PROCESS GROUP INPUTS TOOLS & TECHNIQUES OUTPUTS
1 Identify Stakeholders Initiating Project charter Stakeholder analysis Stakeholder register
Procurement documents Expert judgment
EEF Meetings
OPA
2 Plan Stakeholder Management Planning Project management plan Expert judgment Stakeholder management plan
Stakeholder register Meetings Project documents updates
EEF Analytical techniques
OPA
3 Manage Stakeholder Engagement Executing Stakeholder management plan Communication methods Issue log
Communications management plan Interpersonal skills Change requests
Change log Management skills Project management plan updates
OPA Project documents updates
OPA updates
4 Control Stakeholder Engagement Monitoring & Controlling Project management plan Information management systems Work performance information
Issue log Expert judgment Change requests
Work performance data Meetings Project management plan updates
Project documents Project documents updates
OPA updates
