Project Management Body of Knowledge

Começar. É Gratuito
ou inscrever-se com seu endereço de e-mail
Project Management Body of Knowledge por Mind Map: Project Management Body of Knowledge

1. ------------------------------------- Andrea Nader A00827776 --------------------------------------

2. 9.1 Organizational planning

2.1. "involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships."

2.2. part of the earliest project phases

2.3. inputs

2.3.1. project interfaces

2.3.1.1. organizational

2.3.1.2. technical

2.3.1.3. interpersonal

2.3.2. staffing requirements

2.3.3. contraints

2.3.3.1. factors that limit the project team's options

2.4. tools and techniques

2.4.1. templates, human resource.practices, organizational theory, and stakeholder analysis

2.5. outputs

2.5.1. role and responsibility assignments

2.5.2. staffing management plan

2.5.3. organization chart and supporting detail

3. 10.1 communications planning

3.1. determining the information and communication needs of the stakeholders.

3.2. inputs

3.2.1. communication requirements

3.2.1.1. project organization

3.2.1.2. logistics

3.2.1.3. schedule

3.2.1.4. external information

3.2.2. communications technology

3.2.3. constraints

3.2.4. assumptions

3.3. tools and technologies

3.3.1. stakeholder analysis

3.3.1.1. information needed to develop methodologies

3.4. outputs

3.4.1. communications management plan

4. 6.5 Schedule control

4.1. schedule management

4.2. inputs to schedule control

4.2.1. project schedule

4.2.1.1. the baseline

4.2.2. performance results

4.2.2.1. which dates have been met and which have not

4.2.3. change requests

4.2.4. schedule management plan

4.3. tools and techniques for schedule control

4.3.1. schedule change control system

4.3.1.1. defines the procedure of any change in the schedule

4.3.2. performance measurement

4.3.3. additional planning

4.3.3.1. any changes made in the plan

4.3.4. project management software

4.3.5. variance analysis

4.4. outputs from schedule control

4.4.1. schedule updates

4.4.1.1. any modification made

4.4.2. corrective action

4.4.3. lesson learned

4.4.3.1. the reasoning behind any corrections

5. 6.3 Activity duration estimating

5.1. taking information on project scope and creating a schedule

5.2. inputs to activity duration estimating

5.2.1. activity list

5.2.2. constraints

5.2.3. assumptions

5.2.4. resource requirements

5.2.5. resource capabilities

5.2.6. historical information

5.2.7. identified risks

5.3. tools and techniques for activity duration estimating

5.3.1. expert judgement

5.3.2. analogous estimating

5.3.2.1. using the duration of similar activities to estimate

5.3.3. quantitatively based durations

5.3.3.1. multiplying each specific work category with estimated durations

5.3.4. reserve time

5.4. outputs from activity duration estimating

5.4.1. activity duration estimates

5.4.1.1. ex. 3 weeks + 4 days

5.4.2. basis of estimates

5.4.3. activity list updates

6. 5.4 Scope verification

6.1. inputs to scope verification

6.1.1. work results

6.1.1.1. what has been completed

6.1.2. product documentation

6.1.3. work breakdown structure

6.1.4. scope statement

6.1.4.1. defines the scope with detail

6.1.5. project plan

6.2. tools and techniques for scope verification

6.2.1. inspection

6.2.1.1. measuring

6.2.1.2. examining

6.2.1.3. testing

6.3. outputs from scope verification

6.3.1. formal acceptance

6.3.1.1. documentation of client acceptance of the product

7. 7.3 cost budgeting

7.1. the overall cost estimates for the project

7.2. inputs to cost budgeting

7.2.1. cost estimates

7.2.2. roek breakdown structure

7.2.2.1. identifies the project elements to which costs will be divided

7.2.3. project schedule

7.2.4. risk management plan

7.3. tools and techniques for cost budgeting

7.3.1. cost estimates are mainly used to develop budgets for activities

7.4. outputs from cost budgeting

7.4.1. cost baseline

8. 8.1 Quality planning

8.1. identifying with standards are most relevant to the project

8.2. determining how to satisfy them

8.3. inputs

8.3.1. quality policy

8.3.2. cope statement

8.3.3. product description

8.3.4. standards and regulations

8.3.5. other process outputs

8.4. tools and techniques

8.4.1. benefit/cost analysis

8.4.2. benchmarking

8.4.2.1. comparing projects to generate ideas for improvement

8.4.3. flowcharting

8.4.3.1. diagram that shows relationship between elements

8.4.4. design of experiment

8.4.5. cost of quality

8.5. outputs

8.5.1. quality management plan

8.5.2. operational definitions

8.5.3. checklists

8.5.4. inputs to other processes

9. 4.1 project plan development

9.1. Used to guide the projects execution

9.2. Use as a baseline

9.3. Facilitate communication

9.4. Define key management reviews as to content, extent, and timing

9.5. Inputs to project plan development

9.5.1. other planning outputs

9.5.1.1. base documents

9.5.2. historical information

9.5.3. organizational policies

9.5.3.1. quality management

9.5.3.2. personnel administration

9.5.3.3. financial controls

9.5.4. constraints

9.5.4.1. restrictions that could affect the project

9.5.5. assumptions

9.6. Tools and techniques for project plan development

9.6.1. project planning metholodgy

9.6.1.1. structure and guide for the project

9.6.2. stakeholder skills and knowledge

9.6.3. project management information systems

9.6.4. earned value management

9.7. outputs from project plan development

9.7.1. project plan

9.7.1.1. formal document of project execution

9.7.1.1.1. project charter

9.7.1.1.2. dates

9.7.1.1.3. management

9.7.1.1.4. schedule

9.7.1.1.5. baselines

9.7.1.1.6. costs

9.7.1.1.7. scope statement

9.7.1.1.8. etc.

10. 4.2 Project plan execution

10.1. inputs to project plan execution

10.1.1. project plan

10.1.2. supporting detail

10.1.3. organization policies

10.1.4. preventive action

10.1.5. corrective action

10.2. tools and techniques for project plan execution

10.2.1. general management skills

10.2.1.1. leadership

10.2.1.2. communication

10.2.1.3. negotiation

10.2.2. product skills and knowledge

10.2.3. work authorization system

10.2.4. status review meetings

10.2.5. project management information system

10.2.6. organizational procedures

10.3. outputs from project plan execution

10.3.1. work results

10.3.1.1. outcome of activities performed

10.3.1.2. which deliverables have been completed

10.3.2. change requests

11. 11.2 Risk identification

11.1. determining risks that might affect the oriject

11.2. inputs

11.2.1. risk management plan

11.2.2. project planning outputs

11.2.2.1. project charter, WBS, product description, schedule, cost estimate, plan, etc.

11.2.3. risk categories

11.2.3.1. technical, quality, performance, organizational, management, external, etc.

11.2.4. historical information

11.3. outputs

11.3.1. risks

11.3.2. input to other oricesses

11.3.3. triggers

12. 12.1 Procurement planning

12.1. process of identifying which project needs can be best met by procuring service outside the organization.

12.2. how, what, when, and where to procure

12.3. inputs

12.3.1. scope statement

12.3.1.1. current project boundaries

12.3.2. product description

12.3.3. procurement resources

12.3.4. market conditions

12.3.5. constraints

12.3.5.1. factors that limit the buyers options

12.3.6. assumptions

12.4. tools and techniques

12.4.1. make-or-buy analysis

12.4.1.1. used to determine whether a product can be produced cost effectively with organization

12.4.2. expert judgement

12.4.2.1. consultant, professional, etc.

12.4.3. contract type selection

12.5. outputs

12.5.1. procurement management plan

12.5.1.1. how the remaining procurement processes will be managed

12.5.1.2. contracts, estimates, providers, etc.

12.5.2. statement of work