Define Activities The key benefit of this process is to break down work packages into activities that provide

a basis for
estimating, scheduling, executing, monitoring, and controlling the project work.
 Inputs: Schedule management plan, Scope baseline, Enterprise environmental factors, Organizational process assets
 Tools & techniques: Decomposition, Rolling wave planning, Expert judgment
 Outputs: Activity list, Activity attributes, Milestone list
Sequence Activities The key benefit of this process is that it defines the logical sequence of work to obtain the greatest
efficiency given all project constraints.
 Inputs: Schedule management plan, Activity list, Activity attributes, Milestone list, Project scope statement,
Enterprise environmental factors, Organizational process assets
 Tools & techniques: Precedence diagramming method (PDM), Dependency determination, Leads and lags
 Outputs: Project schedule network diagrams, Project documents updates
Close Project or Phase The key benefit of this process is that it provides lessons learned, the formal ending of project
work, and the release of organization resources to pursue new endeavors.
 Inputs: Project management plan, Accepted deliverables, Organizational process assets
 Tools & techniques: Expert judgment, Analytical techniques, Meetings
 Outputs: Final product, service, or result transition, Organizational process assets updates
Plan Procurement Management The key benefit of this process is that it determines whether to acquire outside support,
and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.
 Inputs: Project management plan, Requirements documentation, Risk register, Activity resource requirements,
Project schedule, Activity cost estimates, Stakeholder register, Enterprise environmental factors, Organizational
process assets
 Tools & techniques: Make-or-buy analysis, Expert judgment, Market research, Meetings
 Outputs: Procurement management plan, Procurement statement of work, Procurement documents, Source
selection criteria, Make-or-buy decisions, Change requests, Project documents updates
Develop Project Management Plan The key benefit of this process is a central document that defines the basis of all
project work.
 Inputs: Project charter, Outputs from other processes, Enterprise environmental factors, Organizational process
assets
 Tools & techniques: Expert judgment, Facilitation techniques
 Outputs: Project management plan
Collect Requirements The key benefit of this process is that it provides the basis for defining and managing the project
scope including product scope.
 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
Direct and Manage Project Work The key benefit of this process is that it provides overall management of the project
work.
 Inputs: Project management plan, Approved change requests, Enterprise environmental factors, Organizational
process assets
 Tools & techniques: Expert judgment, Project management information system , Meetings
 Outputs: Deliverables, Work performance data, Change requests, Project management plan updates, Project
documents updates
Estimate Activity Resources The key benefit of this process is that it identifies the type, quantity, and characteristics of
resources required to complete the activity which allows more accurate cost and duration estimates.
 Inputs: Schedule management plan, Activity list, Activity attributes, Resource calendars, Risk register, Activity cost
estimates, Enterprise environmental factors, Organizational process assets
 Tools & techniques: Expert judgment, Alternative analysis, Published estimating data, Bottom-up estimating, Project
management software
 Outputs: Activity resource requirements, Resource breakdown structure, Project documents updates
Develop Schedule The key benefit of this process is that by entering schedule activities, durations, resources, resource
availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for
completing project activities.
 Inputs: Schedule management plan, Activity list, Activity attributes, Project schedule network diagrams, Activity
resource requirements, Resource calendars, Activity duration estimates, Project scope statement, Risk register,
Project staff assignments, Resource breakdown structure, Enterprise environmental factors, Organizational process
assets
 Tools & techniques: Schedule network analysis, Critical path method, Critical chain method, Resource optimization
techniques, Modeling techniques, Leads and lags, Schedule compression, Scheduling tool
 Outputs: Schedule baseline, Project schedule, Schedule data, Project calendars, Project management plan updates,
Project documents updates
Define Scope The key benefit of this process is that it describes the project, service, or result boundaries by defining which
of the requirements collected will be included in and excluded from the project 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 documents updates
Validate Scope The key benefit of this process is that it brings objectivity to the acceptance process and increases the
chance of final product, service, or result acceptance by validating each deliverable.
 Inputs: Project management plan, Requirements documentation, Requirements traceability matrix, Verified
deliverables, Work performance data
 Tools & techniques: Inspection, Group decision-making techniques
 Outputs: Accepted deliverables, Change requests, Work performance information, Project documents updates
Identify Stakeholders The key benefit of this process is that it allows the project manager to identify the appropriate focus
for each stakeholder or group of stakeholders.
 Inputs: Project charter, Procurement documents, Enterprise environmental factors, Organizational process assets
 Tools & techniques: Stakeholder analysis, Expert judgment, Meetings
 Outputs: Stakeholder register
Manage Stakeholder Engagement The key benefit of this process is that it allows the project manager to increase support
and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
 Inputs: Stakeholder management plan, Communications management plan, Change log, Organizational process
assets
 Tools & techniques: Communication methods, Interpersonal skills, Management skills
 Outputs: Issue log, Change requests, Project management plan updates, Project documents updates,
Organizational process assets updates
Control Risks The key benefit of this process is that it improves efficiency of the risk approach throughout the project life
cycle to continuously optimize risk responses.
 Inputs: Project management plan, Risk register, Work performance data, Work performance reports
 Tools & techniques: Risk reassessment, Risk audits, Variance and trend analysis, Technical performance
measurement, Reserve analysis, Meetings
 Outputs: Work performance information, Change requests, Project management plan updates, Project
documents updates, Organizational process assets updates
Conduct Procurements The key benefit of this process is that it provides alignment of internal and external stakeholder
expectations through established agreements.
 Inputs: Procurement management plan, Procurement documents, Source selection criteria, Seller proposals,
Project documents, Make-or-buy decisions, Procurement statement of work, Organizational process assets
 Tools & techniques: Bidder conference, Proposal evaluation techniques, Independent estimates, Expert
judgment, Advertising, Analytical techniques, Procurement negotiations
 Outputs: Selected sellers, Agreements, Resource calendars, Change requests, Project management plan updates,
Project documents updates

FORMULAS:
𝑃−𝑂
𝜎= 𝑉𝑎𝑟𝑖𝑎𝑛𝑧𝑎 = 𝜎 2 1𝜎 = 68.26% 2𝜎 = 95.46% 3𝜎 = 99.73% 4𝜎 = 99.99%
6
𝑂+4𝑀+𝑃 𝑂+𝑀+𝑃
𝑃𝐸𝑅𝑇 = 𝑇𝑟𝑖𝑎𝑛𝑔𝑢𝑙𝑎𝑟 =
6 3
𝐵𝑁 𝐵⁄ > 1 𝐼𝑛𝑣𝑒𝑟𝑡𝑖𝑟 (𝑉𝑁𝐴+)
𝑉𝑁𝐴 = (1+𝑟)𝑛 𝑛 > 0 𝑅𝑒𝑛𝑡𝑎𝑏𝑙𝑒 𝑇𝐼𝑅 > 𝑇. 𝐼𝑛𝑡𝑒𝑟𝑒𝑠 𝐼𝑛𝑣𝑒𝑟𝑡𝑖𝑟 𝑃𝑅𝐼 < 𝐼𝑛𝑣𝑒𝑟𝑡𝑖𝑟 𝐶
𝐸𝑉 = %𝐴𝑣𝑎𝑛𝑐𝑒 ∗ 𝐵𝐴𝐶
𝐶𝑉 = 𝐸𝑉 − 𝐴𝐶 > 0 𝐸𝑓𝑖𝑐𝑖𝑒𝑛𝑡𝑒 𝑆𝑉 = 𝐸𝑉 − 𝑃𝑉 > 0 𝐴𝑐𝑒𝑙𝑒𝑟𝑎𝑑𝑜
𝐶𝑃𝐼 = 𝐸𝑉 ⁄𝐴𝐶 𝑆𝑃𝐼 = 𝐸𝑉 ⁄𝑃𝑉
(𝐵𝐴𝐶−𝐸𝑉)
𝐸𝐴𝐶 = 𝐵𝐴𝐶 ⁄𝐶𝑃𝐼 𝐸𝐴𝐶 = 𝐴𝐶 + (𝐵𝐴𝐶 − 𝐸𝑉) 𝐸𝐴𝐶 = 𝐴𝐶 + (𝐶𝑃𝐼∗𝑆𝑃𝐼)
𝐸𝑇𝐶 = 𝐸𝐴𝐶 − 𝐴𝐶
𝑇𝐶𝑃𝐼 = 𝐵𝐴𝐶 − 𝐸𝑉 ⁄𝐵𝐴𝐶 − 𝐴𝐶
𝑉𝐴𝐶 = 𝐵𝐴𝐶 − 𝐸𝐴𝐶
𝑁(𝑁−1)
#𝐶ℎ𝑙𝑙 = 𝐸𝑀𝑉 = 𝑃 ∗ 𝐼
2
Develop Project Charter
 Inputs: Project statement of work, Business case, Agreements , Enterprise environmental factors, Organizational
process assets
 Tools & techniques: Expert judgment, Facilitation techniques
 Outputs: Project charter
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
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 system , Meetings
 Outputs: Deliverables, Work performance data, Change requests, Project management plan updates, Project
documents updates
Monitor and Control Project Work
 Inputs: Project management plan, Schedule forecasts, Cost forecasts, Validated changes, Work performance
Information, Enterprise environmental factors, Organizational process assets
 Tools & techniques: Expert judgment, Analytical techniques, Project management information system, Meetings
 Outputs: Change requests, Work performance reports, Project management plan updates, Project documents
updates
Perform Integrated Change Control
 Inputs: Project management plan, Work performance reports, Change requests, Enterprise environmental factors,
Organizational process assets
 Tools & techniques: Expert judgment, Meetings, Change control tools
 Outputs: Approved change requests, Change log, Project management plan updates, Project documents updates
Close Project or Phase
 Inputs: Project management plan, Accepted deliverables, Organizational process assets
 Tools & techniques: Expert judgment, Analytical techniques, Meetings
 Outputs: Final product, service, or result transition, Organizational process assets updates
----------------------------------------------------------------------------------------------------------------------------------------------------------------
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
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
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 documents updates
Create WBS
 Inputs: Scope management plan, Project scope statement, Requirements documentation, Enterprise
environmental factors, Organizational process assets
 Tools & techniques: Decomposition, Expert judgment
 Outputs: Scope baseline, Project documents updates
Validate Scope
 Inputs: Project management plan, Requirements documentation, Requirements traceability matrix, Verified
deliverables, Work performance data
 Tools & techniques: Inspection, Group decision-making techniques
 Outputs: Accepted deliverables, Change requests, Work performance information, Project documents updates
Control Scope
 Inputs: Project management plan, Requirements documentation, Requirements traceability matrix, Work
performance data, Organizational process assets
 Tools & techniques: Variance analysis
 Outputs: Work performance information, Change requests, Project management plan updates, Project
documents updates, Organizational process assets updates
----------------------------------------------------------------------------------------------------------------------------------------------------------------
Plan Schedule Management
 Inputs: Project management plan, Project charter, Enterprise environmental factors, Organizational process
assets
 Tools & techniques: Expert judgment, Analytical techniques, Meetings
 Outputs: Schedule management plan
Define Activities
 Inputs: Schedule management plan, Scope baseline, Enterprise environmental factors, Organizational process
assets
 Tools & techniques: Decomposition, Rolling wave planning, Expert judgment
 Outputs: Activity list, Activity attributes, Milestone list
Sequence Activities
 Inputs: Schedule management plan, Activity list, Activity attributes, Milestone list, Project scope statement,
Enterprise environmental factors, Organizational process assets
 Tools & techniques: Precedence diagramming method (PDM), Dependency determination, Leads and lags
 Outputs: Project schedule network diagrams, Project documents updates
Estimate Activity Resources
 Inputs: Schedule management plan, Activity list, Activity attributes, Resource calendars, Risk register, Activity cost
estimates, Enterprise environmental factors, Organizational process assets
 Tools & techniques: Expert judgment, Alternative analysis, Published estimating data, Bottom-up estimating,
Project management software
 Outputs: Activity resource requirements, Resource breakdown structure, Project documents updates
Estimate Activity Durations
 Inputs: Schedule management plan, Activity list, Activity attributes, Activity resource requirements, Resource
calendars, Project scope statement, Risk register, Resource breakdown structure, Enterprise environmental
factors, Organizational process assets
 Tools & techniques: Expert judgment, Analogous estimating, Parametric estimating, Three-point estimating,
Group decision-making techniques, Reserve analysis
 Outputs: Activity duration estimates, Project documents updates
Develop Schedule
 Inputs: Schedule management plan, Activity list, Activity attributes, Project schedule network diagrams, Activity
resource requirements, Resource calendars, Activity duration estimates, Project scope statement, Risk register,
Project staff assignments, Resource breakdown structure, Enterprise environmental factors, Organizational
process assets
 Tools & techniques: Schedule network analysis, Critical path method, Critical chain method, Resource
optimization techniques, Modeling techniques, Leads and lags, Schedule compression, Scheduling tool
 Outputs: Schedule baseline, Project schedule, Schedule data, Project calendars, Project management plan
updates, Project documents updates
Control Schedule
 Inputs: Project management plan, Project schedule, Work performance data, Project calendars, Schedule data,
Organizational process assets
 Tools & techniques: Performance reviews, Project management software, Resource optimization techniques,
Modeling techniques, Leads and lags, Schedule compression, Scheduling tool
 Outputs: Work performance information, Schedule forecasts, Change requests, Project management plan
updates, Project documents updates, Organizational process assets updates
----------------------------------------------------------------------------------------------------------------------------------------------------------------
Plan Cost Management
 Inputs: Project management plan, Project charter, Enterprise environmental factors, Organizational process
assets
 Tools & techniques: Expert judgment, Analytical techniques, Meetings
 Outputs: Cost management plan
Estimate Costs
 Inputs: Cost management plan, Human resource management plan, Scope baseline, Project schedule, Risk
register, Enterprise environmental factors, Organizational process assets
 Tools & techniques: Expert judgment, Analogous estimating, Parametric estimating, Bottom-up estimating,
Three-point estimating, Reserve analysis, Cost of quality, Project management software, Vendor bid analysis,
Group decision-making techniques
 Outputs: Activity cost estimates, Basis of estimates, Project documents updates
Determine Budget
 Inputs: Cost management plan, Scope baseline, Activity cost estimates, Basis of estimates, Project schedule,
Resource calendars, Risk register, Agreements, Organizational process assets
 Tools & techniques: Cost aggregation, Reserve analysis, Expert judgment, Historical relationships, Funding limit
reconciliation
 Outputs: Cost baseline, Project funding requirements, Project documents updates
Control Costs
 Inputs: Project management plan, Project funding requirements, Work performance data, Organizational process
assets
 Tools & techniques: Earned value management, Forecasting, To-complete performance index (TCPI), Performance
reviews, Project management software, Reserve analysis
 Outputs: Work performance information, Cost forecasts, Change requests, Project management plan updates,
Project documents updates, Organizational process assets updates
----------------------------------------------------------------------------------------------------------------------------------------------------------------
Plan Quality Management
 Inputs: Project management plan, Stakeholder register, Risk register, Requirements documentation, Enterprise
environmental factors, Organizational process assets
 Tools & techniques: Cost-benefit analysis, Cost of quality, Seven basic quality tools, Benchmarking, Design of
experiments, Statistical sampling, Additional quality planning tools, Meetings
 Outputs: Quality management plan, Process improvement plan, Quality metrics, Quality checklists, Project
documents updates
Perform Quality Assurance
 Inputs: Quality management plan, Process improvement plan, Quality metrics, Quality control measurements,
Project documents
 Tools & techniques: Quality management and control tools, Quality audits, Process analysis
 Outputs: Change requests, Project management plan updates, Project documents updates, Organizational
process assets updates
Control Quality
 Inputs: Project management plan, Quality metrics, Quality checklists, Work performance data, Approved change
requests, Deliverables, Project documents, Organizational process assets
 Tools & techniques: Seven basic quality tools, Statistical sampling, Inspection, Approved change requests review
 Outputs: Quality control measurements, Validated changes, Verified deliverables, Work performance
information, Change requests, Project management plan updates, Project documents updates, Organizational
process assets updates
----------------------------------------------------------------------------------------------------------------------------------------------------------------
Plan Human Resource Management
 Inputs: Project management plan, Activity resource requirements, Enterprise environmental factors,
Organizational process assets
 Tools & techniques: Organization charts and position descriptions, Networking, Organizational theory, Expert
judgment, Meetings
 Outputs: Human resource management plan
Acquire Project Team
 Inputs: Human resource management plan, Enterprise environmental factors, Organizational process assets
 Tools & techniques: Pre-assignment, Negotiation, Acquisition, Virtual teams, Multi-criteria decision analysis
 Outputs: Project staff assignments, Resource calendars, Project management plan updates
Develop Project Team
 Inputs: Human resource management plan, Project staff assignments, Resource calendars
 Tools & techniques: Interpersonal skills, Training, Team-building activities, Ground rules, Colocation, Recognition
and rewards, Personnel assessment tools
 Outputs: Team performance assessments, Enterprise environmental factors updates
Manage Project Team
 Inputs: Human resource management plan, Project staff assignments, Team performance assessments, Issue log,
Work performance reports, Organizational process assets
 Tools & techniques: Observation and conversation, Project performance appraisals, Conflict management,
Interpersonal skills
 Outputs: Change requests, Project management plan updates, Project documents updates, Enterprise
environmental factors updates, Project documents updates
----------------------------------------------------------------------------------------------------------------------------------------------------------------
Plan Communications Management
 Inputs: Project management plan, Stakeholder register, Enterprise environmental factors, Organizational process
assets
 Tools & techniques: Communication requirements analysis, Communication technology, Communication models,
Communication methods, Meetings
 Outputs: Communications management plan, Project documents updates
Manage Communications
 Inputs: Communications management plan, Work performance reports, Enterprise environmental factors,
Organizational process assets
 Tools & techniques: Communication technology, Communication models, Communication methods, Information
management systems, Performance reporting
 Outputs: Project communications, Project management plan updates, Project documents updates, Organizational
process assets updates
Control Communications
 Inputs: Project management plan, Project communications, Issue log, Work performance data, Organizational
process assets
 Tools & techniques: Information management systems, Expert judgment, Meetings
 Outputs: Work performance information, Change requests, Project management plan updates, Project
documents updates, Organizational process assets updates
----------------------------------------------------------------------------------------------------------------------------------------------------------------
Plan Risk Management
 Inputs: Project management plan, Project charter, Stakeholder register, Enterprise environmental factors,
Organizational process assets
 Tools & techniques: Analytical techniques, Expert judgment, Meetings
 Outputs: Risk management plan
Identify Risks
 Inputs: Risk management plan, Cost management plan, Schedule management plan, Quality management plan,
Human resource management plan, Scope baseline, Activity cost estimates, Activity duration estimates,
Stakeholder register, Project documents, Procurement documents, Enterprise environmental factors,
Organizational process assets
 Tools & techniques: Documentation reviews, Information gathering techniques, Checklist analysis, Assumptions
analysis, Diagramming techniques, SWOT analysis, Expert judgment
 Outputs: Risk register
Perform Qualitative Risk Analysis
 Inputs: Risk management plan, Scope baseline, Risk register, Enterprise environmental factors, Organizational
process assets
 Tools & techniques: Risk probability and impact assessment, Probability and impact matrix, Risk data quality
assessment, Risk categorization, Risk urgency assessment, Expert judgment
 Outputs: Project documents updates
Perform Quantitative Risk Analysis
 Inputs: Risk management plan, Cost management plan, Schedule management plan, Risk register, Enterprise
environmental factors, Organizational process assets
 Tools & techniques: Data gathering and representation techniques, Quantitative risk analysis and modeling
techniques, Expert judgment
 Outputs: Project documents updates
Plan Risk Responses
 Inputs: Risk management plan, Risk register
 Tools & techniques: Strategies for negative risks or threats, Strategies for positive risks or opportunities,
Contingent response strategies, Expert judgment
 Outputs: Project management plan updates, Project documents updates
Control Risks
 Inputs: Project management plan, Risk register, Work performance data, Work performance reports
 Tools & techniques: Risk reassessment, Risk audits, Variance and trend analysis, Technical performance
measurement, Reserve analysis, Meetings
 Outputs: Work performance information, Change requests, Project management plan updates, Project
documents updates, Organizational process assets updates
----------------------------------------------------------------------------------------------------------------------------------------------------------------
Plan Procurement Management
 Inputs: Project management plan, Requirements documentation, Risk register, Activity resource requirements,
Project schedule, Activity cost estimates, Stakeholder register, Enterprise environmental factors, Organizational
process assets
 Tools & techniques: Make-or-buy analysis, Expert judgment, Market research, Meetings
 Outputs: Procurement management plan, Procurement statement of work, Procurement documents, Source
selection criteria, Make-or-buy decisions, Change requests, Project documents updates
Conduct Procurements
 Inputs: Procurement management plan, Procurement documents, Source selection criteria, Seller proposals,
Project documents, Make-or-buy decisions, Procurement statement of work, Organizational process assets
 Tools & techniques: Bidder conference, Proposal evaluation techniques, Independent estimates, Expert
judgment, Advertising, Analytical techniques, Procurement negotiations
 Outputs: Selected sellers, Agreements, Resource calendars, Change requests, Project management plan updates,
Project documents updates
Control Procurements
 Inputs: Project management plan, Procurement documents, Agreements, Approved change requests, Work
performance reports, Work performance data
 Tools & techniques: Contract change control system, Procurement performance reviews, Inspections and audits,
Performance reporting, Payment systems, Claims administration, Records management system
 Outputs: Work performance information, Change requests, Project management plan updates, Project
documents updates, Organizational process assets updates
Close Procurements
 Inputs: Project management plan, Procurement documents
 Tools & techniques: Procurement audits, Procurement negotiations, Records management system
 Outputs: Closed procurements, Organizational process assets updates
----------------------------------------------------------------------------------------------------------------------------------------------------------------
Identify Stakeholders
 Inputs: Project charter, Procurement documents, Enterprise environmental factors, Organizational process assets
 Tools & techniques: Stakeholder analysis, Expert judgment, Meetings
 Outputs: Stakeholder register
Plan Stakeholder Management
 Inputs: Project management plan, Stakeholder register, Enterprise environmental factors, Organizational process
assets
 Tools & techniques: Expert judgment, Meetings, Analytical techniques
 Outputs: Stakeholder management plan, Project documents updates
Manage Stakeholder Engagement
 Inputs: Stakeholder management plan, Communications management plan, Change log, Organizational process
assets
 Tools & techniques: Communication methods, Interpersonal skills, Management skills
 Outputs: Issue log, Change requests, Project management plan updates, Project documents updates,
Organizational process assets updates
Control Stakeholder Engagement
 Inputs: Project management plan, Issue log, Work performance data, Project documents
 Tools & techniques: Information management systems, Expert judgment, Meetings
 Outputs: Work performance information, Change requests, Project management plan updates, Project
documents updates, Organizational process assets updates