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<p> 1. Project Integration ManagementProject Integration Management includes the processes and activitiesneeded to identify, define, combine, unify, and coordinate the variousprocesses and project management activities within the Project ManagementProcess GroupsProject Scope ManagementProject Scope Management includes the processes required to ensure thatthe project includes all the work required, and only the work required, tocomplete the project successfully.Project Time Management Project Time Management includes the processes required to manage thetimely completion of the project.Project Cost ManagementProject 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.Project Quality ManagementProject Quality Management includes the processes and activities of theperforming organization that determine quality policies, objectives, andresponsibilities so that the project will satisfy the needs for which it wasundertaken.Project Human Resource Management Project Human Resource Management includes the processes that organize,manage, and lead the project team.Project Communications ManagementProject Communications Management includes the processes that arerequired to ensure timely and appropriate planning, collection, creation,distribution, storage, retrieval, management, control, monitoring, and theultimate disposition of project information.Project Risk ManagementProject Risk Management includes the processes of conducting riskmanagement planning, identification, analysis, response planning, andcontrolling risk on a projectProject Procurement ManagementProject Procurement Management includes the processes necessary topurchase or acquire products, services, or results needed from outside theproject teamProject Stakeholder ManagementProject Stakeholder Management includes the processes required to identifyall people or organizations impacted by the project, analyzing stakeholderexpectations and impact on the project, and developing appropriatemanagement strategies for effectively engaging stakeholders in projectdecisions and execution. 2. Develop Project CharterThe process of developing a document that formallyauthorizes the existence of a project and provides theproject manager with the authority to apply organizationalresources to project activities.Develop Project Management PlanThe process of defining, preparing, and coordinating allsubsidiary plans and integrating them into acomprehensive project management plan.Direct and Manage Project WorkThe process of leading and performing the work defined inthe project management plan and implementing approvedchanges to achieve the projects objectives.Monitor and Control Project WorkThe process of tracking, reviewing, and reporting theprogress to meet the performance objectives defined in theproject management planPerform Integrated Change ControlThe process of reviewing all change requests; approvingchanges and managing changes to deliverables,organizational process assets, project documents, and theproject management plan; and communicating theirdispositionClose Project or PhaseThe process of finalizing all activities across all of theProject Management Process Groups to formally completea project or phase 3. Plan Scope ManagementThe process of creating a scope management plan thatdocuments how the project scope will be defined,validated, and controlledCollect RequirementsThe process of determining, documenting, andmanaging stakeholder needs and requirements to meetproject objectivesDefine ScopeThe process of developing a detailed description of theproject and productCreate WBSThe process of subdividing project deliverables andproject work into smaller, more manageable components.Validate ScopeThe process of formalizing acceptance of the completedproject deliverablesControl ScopeThe process of monitoring the status of the project andproduct scope and managing changes to the scopebaseline 4. Plan Schedule ManagementThe process of establishing the policies, procedures, anddocumentation for planning, developing, managing,executing, and controlling the project scheduleDefine ActivitiesThe process of identifying and documenting the specificactions to be performed to produce the projectdeliverablesSequence ActivitiesThe process of identifying and documenting relationshipsamong the project activitiesEstimate Activity ResourcesThe process of estimating the type and quantities ofmaterial, human resources, equipment, or suppliesrequired to perform each activityEstimate Activity DurationsThe process of estimating the number of work periodsneeded to complete individual activities with estimatedresourcesDevelop ScheduleThe process of analyzing activity sequences, durations,resource requirements, and schedule constraints tocreate the project schedule model.Control ScheduleThe process of monitoring the status of project activitiesto update project progress and manage changes to theschedule baseline to achieve the plan 5. Plan Cost ManagementThe process that establishes the policies, procedures,and documentation for planning, managing, expending,and controlling project costs.Estimate CostsThe process of developing an approximation of themonetary resources needed to complete project activities.Determine BudgetThe process of aggregating the estimated costs ofindividual activities or work packages to establish anauthorized cost baseline.Control CostsThe process of monitoring the status of the project toupdate the project costs and managing changes to thecost baseline. 6. Plan Quality ManagementThe process of identifying quality requirements and/orstandards for the project and its deliverables, anddocumenting how the project will demonstrate compliancewith quality requirementsPerform Quality AssuranceThe process of auditing the quality requirements and theresults from quality control measurements to ensure thatappropriate quality standards and operational definitionsare usedControl QualityThe process of monitoring and recording results ofexecuting the quality activities to assess performance andrecommend necessary changes 7. Plan Human Resource ManagementThe process of identifying and documenting projectroles, responsibilities, required skills, reportingrelationships, and creating a staffing management plan.Acquire Project TeamThe process of confirming human resource availabilityand obtaining the team necessary to complete projectactivities.Develop Project TeamThe process of improving competencies, team memberinteraction, and overall team environment to enhanceproject performance.Manage Project TeamThe process of tracking team member performance,providing feedback, resolving issues, and managingteam changes to optimize project performance. 8. Plan Communications ManagementThe process of developing an appropriate approach andplan for project communications based on stakeholdersinformation needs and requirements and availableorganizational assets.Manage CommunicationsThe process of creating, collecting, distributing, storing,retrieving, and the ultimate disposition of projectinformation in accordance with the communicationsmanagement plan.Control CommunicationsThe process of monitoring and controllingcommunications throughout the entire project life cycle toensure the information needs of the project stakeholdersare met. 9. Plan Risk ManagementThe process of defining how to conduct riskmanagement activities for a projectIdentify RisksThe process of determining which risks may affect theproject and documenting their characteristicsPerform Qualitative Risk AnalysisThe process of prioritizing risks for further analysis oraction by assessing and combining their probability ofoccurrence and impactPerform Quantitative Risk AnalysisThe process of numerically analyzing the effect ofidentified risks on overall project objectivesPlan Risk ResponsesThe process of developing options and actions toenhance opportunities and to reduce threats to projectobjectivesControl RisksThe process of implementing risk response plans,tracking identified risks, monitoring residual risks,identifying new risks, and evaluating risk processeffectiveness throughout the project 10. Plan Procurement ManagementThe process of documenting project procurementdecisions, specifying the approach, and identifyingpotential sellersConduct ProcurementsThe process of obtaining seller responses, selecting aseller, and awarding a contractControl ProcurementsThe process of managing procurement relationships,monitoring contract performance, and making changesand corrections as appropriateClose Procurements The process of completing each project procurement 11. Identify StakeholdersThe process of identifying the people, groups, ororganizations that could impact or be impacted by adecision, activity, or outcome of the project; and analyzingand documenting relevant information regarding theirinterests, involvement, interdependencies, influence, andpotential impact on project successPlan Stakeholder ManagementThe process of developing appropriate managementstrategies to effectively engage stakeholders throughoutthe project life cycle, based on the analysis of theirneeds, interests, and potential impact on project successManage Stakeholder EngagementThe process of communicating and working withstakeholders to meet their needs/expectations, addressissues as they occur, and foster appropriate stakeholderengagement in project activities throughout the project lifecycleControl Stakeholder EngagementThe process of monitoring overall project stakeholderrelationships and adjusting strategies and plans forengaging stakeholders 12. Accepted DeliverablesProducts, results, or capabilities produced by a project andvalidated by the project customer or sponsors as meeting theirspecified acceptance criteria.Activity AttributesMultiple attributes associated with each schedule activity thatcan be included within the activity list. Activity attributes includeactivity codes, predecessor activities, successor activities, logicalrelationships, leads and lags, resource requirements, imposeddates, constraints, and assumptions.Activity Cost EstimatesThe projected cost of the schedule activity that includes the costfor all resources required to perform and complete the activity,including all cost types and cost componentsActivity Duration EstimateA quantitative assessment of the likely amount or outcome forthe duration of an activity.Activity ListA documented tabulation of schedule activities that shows theactivity description, activity identifier,Activity Resource RequirementsThe types and quantities of resources required for each activityin a work package.AgreementsAny document or communication that defines the initial intentionsof a project. This can take the form of a contract, memorandumof understanding (MOU), letters of agreement, verbalagreements, email, etcApproved Change RequestA change request that has been processed through theintegrated change control process and approved. 13. Basis of EstimatesSupporting documentation outlining the details used inestablishing project estimates such as assumptions, constraints,level of detail, ranges, and confidence levels.Business CaseA documented economic feasibility study used to establishvalidity of the benefits of a selected component lacking sufficientdefinition and that is used as a basis for the authorization offurther project management activitiesChange LogA comprehensive list of changes made during the project. Thistypically includes dates of the change and impacts in terms oftime, cost, and riskChange RequestA formal proposal to modify any document, deliverable, orbaselineCharter See project charterClosed ProcurementsProject contracts or other procurement agreements that havebeen formally acknowledged by the proper authorizing agent asbeing finalized and signed offCommunications Management PlanA component of the project, program, or portfolio managementplan that describes how, when, and by whom information aboutthe project will be administered and disseminatedCost BaselineThe approved version of the time-phased project budget,excluding any management reserves, which can be changed onlythrough formal change control procedures and is used as a basisfor comparison to actual resultsCost Management PlanA component of a project or program management plan thatdescribes how costs will be planned, structured, and controlled 14. DeliverableAny unique and verifiable product, result, or capability to performa service that is required to be produced to complete a process,phase, or projectEnterprise Environmental FactorsConditions, not under the immediate control of the team, thatinfluence, constrain, or direct the project, program, or portfolioHuman Resource Management PlanA component of the project management plan that describes howthe roles and responsibilities, reporting relationships, and staffmanagement will be addressed and structuredIssue LogA project document used to document and monitor elementsunder discussion or in dispute between project stakeholdersMake-or-Buy DecisionsDecisions made regarding the external purchase or internalmanufacture of a productMilestone ListA list identifying all project milestones and normally indicateswhether the milestone is mandatory or optionalOrganizational Process AssetsPlans, processes, policies, procedures, and knowledge basesthat are specific to and used by the performing organizationProcurement DocumentsThe documents utilized in bid and proposal activities, whichinclude the buyers Invitation for Bid, Invitation for Negotiations,Request for Information, Request for Quotation, Request forProposal, and sellers responses. 15. Procurement Management PlanA component of the project or program management plan thatdescribes how a project team will acquire goods and servicesfrom outside the performing organizationProcurement Statement of WorkDescribes the procurement item in sufficient detail to allowprospective sellers to determine if they are capable of providingthe products, services, or resultsProduct AnalysisFor projects that have a product as a deliverable, it is a tool todefine scope that generally means asking questions about aproduct and forming answers to describe the use, characteristics,and other the relevant aspects of what is going to bemanufactured.Project CalendarA calendar that identifies working days and shifts that areavailable for scheduled activities.Project CharterA document issued by the project initiator or sponsor thatformally authorizes the existence of a project and provides theproject manager with the authority to apply organizationalresources to project activities.Project Funding RequirementsForecast project costs to be paid that are derived from the costbaseline for total or periodic requirements, including projectedexpenditures plus anticipated liabilities.Project Management Plan...</p>

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