The document discusses various project management concepts across the project lifecycle. It begins with the initiating process which includes creating a project charter and stakeholder assessment matrix. It then covers planning topics such as developing the project management plan, scope statement, schedule, costs, and risks. Execution topics include the project management information system and quality checks. Monitoring and controlling covers change requests, requirements traceability, schedule compression techniques, and earned value management.

1. Project Management Revision

2. 2

3. 1. Initiating

4. 4Project Charter
The Project Charter is a document that formally
authorizes the existence of a project and
provides the project manager the authority to
apply organizational resources to project
activities. The key benefit of this document is it
creates a formal record of the project and a
direct way for senior management to formally
accept and commit to the project.

5. 5Stakeholder Engagement Assessment Matrix
The Stakeholder Power/Interest Grid provides an analysis of the
relation of stakeholder’s power and interest towards the project. Their
awareness and involvement could be recorded into the Stakeholder
Engagement Assessment Matrix which is further divided into Current
(C) engagement level and the Desired (D) engagement level.

6. 6Stakeholder Engagement Levels
Current
Engagement Level
Desired
Engagement Level
Strategies Rationale
Unaware Supportive
Push
Communications
One-way engagement. Organisation may broadcast
information to all stakeholders or target particular
stakeholder groups using various channels e.g. email,
letter, webcasts, podcasts, videos, leaflets.
Resistant Supportive Education
Communicate progress updates to stakeholder.
Introduce consequences if project fails to deliver.
Neutral Supportive Consultation
Kept involved with updates. Limited two-way
engagement: organisation asks questions,
stakeholders answer.
Supportive Leading Participation
Part of the team, engaged in delivering tasks or with
responsibility for a particular area/activity. Two-way
engagement within limits of responsibility.
Leading Leading Partnership
Shared accountability and responsibility. Two-way
engagement joint learning, decision making and
actions

7. 2. Planning

8. 8Project Management Plan
The Project Management Plan (PMP) is a formal, approved
document used to manage project execution. The PMP documents
the actions necessary to define, prepare, integrate and coordinate
the various planning activities. The PMP defines how the project is
executed, monitored and controlled, and closed. It is progressively
elaborated by updates throughout the course of the project. The
PMP is also a communication vehicle for ensuring key stakeholders
share an understanding of the project. The PMP is NOT a project
schedule. A project schedule lists planned dates for performing
tasks and activities to meet milestones identified in the project plan.

9. 9Scope Management Plan
Scope management plan is a component that describes how the
scope will be defined, developed, monitored, controlled and verified.
The development of the scope management plan and detailing of
the project scope begin with the analysis of information contained in
the project charter, project management plan, organizational
process assets and relevant enterprise environmental factors. This
plan helps to reduce the risk of project scope creep.

10. 10Business Requirements Document
Business Requirements Document describes how individual
requirements meet the business needs. Requirements may start out
as a high level and become progressively more detailed as more
about the requirements is known. Before being, baselined,
requirements need to be unambiguous (measureable and testable),
traceable, complete, consistent and acceptable to key stakeholders.

11. 11Requirements Traceability Matrix
The Requirements Traceability Matrix is a grid that links product requirements from their origin to the deliverables that
satisfy them. The implementation of a requirements traceability matrix helps ensure that each requirement adds
business value by linking it to the business and project objectives. It proves a means to track requirements throughout
the project lifecycle, helping to ensure that requirements approved in the requirements documentation are delivered at
the end of the project. Finally, it provides a structure for managing changes to product scope.
Attributes associated with each requirement can be recorded in the requirements traceability matrix. These attributes
help to define key information about the requirement.

12. 12Project Scope Statement
The Project Scope Statement is the description of the project
scope, major deliverables, assumptions and constraints. It
documents the entire scope, including project and product
scope. It describes the project’s deliverables and the work
required to create those deliverables. It also provides a
common understanding of the project scope among project
stakeholders. It may contain explicit scope exclusions that can
assist in managing stakeholder expectations. It enables the
project team to perform more detailed planning, guides the
project team’s work during execution, and provides the
baseline for evaluating whether requests for changes or
additional work are contained within or outside the project’s
boundaries.

13. 13Work Breakdown Structure
The Work Breakdown Structure (WBS) is a hierarchical
decomposition of the total scope of work to be carried out by
the project team to accomplish the project objectives and
create the required deliverables. Each descending level of the
WBS represents an increasingly detailed definition of the
project work. The WBS is finalized by assigning each work
package to a control account and establishing a unique
identifier for that work package from a code of accounts.
These identifiers provide a structure for hierarchical
summation of costs, schedule and resource information.
Work Breakdown
Structure (WBS)

14. 14Schedule Management Plan
The Schedule Management Plan is a component of the project
management plan that establishes the policies, procedures
and documentation for planning, developing, managing,
executing and controlling the project schedule. It provides
guidance and direction on how the project schedule will be
managed throughout the project and also defines how
schedule contingencies will be reported and assessed.

15. 15Precedence Diagramming Method
Finish-to-start (FS): A logical relationship in which a
successor activity cannot start until a predecessor activity has
finished.
Finish-to-finish (FF): A logical relationship in which a
successor activity cannot finish until a predecessor activity has
finished.
Start-to-start (SS): A logical relationship in which a successor
activity cannot start until a predecessor activity has started.
Start-to-finish (SF): A logical relationship in which a
successor activity cannot finish until a predecessor activity has
started.

16. 16Leads and Lags
Lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
Example, the landscaping could be scheduled to start 2 week prior to the schedule punch list completion.
Lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity.
Example, the team can begin editing the draft document 15 days after they begin writing it.

17. 17Estimate Activity Durations
The accuracy of single-point activity duration estimates may be improved by considering estimation uncertainty and
risk. The Program Evaluation and Review Technique (PERT) uses three estimates to define an approximate range for
an activity’s duration:
• Most Likely: estimate of the activity duration
• Optimistic: base-case scenario estimate of the activity duration.
• Pessimistic: worse-case scenario estimate of the activity duration.

18. 18Critical Path Method
The Critical Path Method is used to estimate the minimum project
duration and determine the amount of scheduling flexibility on the
logical network paths. This schedule network analysis technique
calculates the early start, early finish, late start and late finish
dates for all activities without regard for any resource limitations by
performing a forward and backward pass analysis. The critical
path is the sequence of activities that represents the longest path
through a project, which normally would have zero total float.

19. 19Critical Chain Method
The Critical Chain Method is a schedule model that allows the
project team to place buffers on any project schedule path to
account for limited resources and project uncertainties. It is
developed from the critical path method approach and considers
the effects of resource allocation, resource optimization, resource
levelling, and activity duration uncertainty on the critical path.
The critical chain method adds duration buffers that are non-work
schedule activities to manage uncertainty. Project buffer is placed
at the end of the critical chain to protect the target finish date from
slippage along the critical chain. Feeding buffers are places at
each point where a chain of dependent activities that are not on the
critical chain.

20. 20Project Schedule
The Project Schedule is a schedule model that presents linked
activities with planned start & finish dates, durations, milestones
and resources. The model is presented in tabular form with the
following:
• Bar Charts: Also known as Gantt Charts, represent activity
information that shows the start and finish dates.
• Milestones: Represented by the diamond icon in the charts to
identify the scheduled start or completion of major deliverables
and key external interfaces.
• Network Diagrams: Logic diagram that displays the relation of
each activities and also the project’s critical path schedule
activities.

21. 21Cost Management Plan
The Cost Management Plan is a component of the project
management plan and describes how the project cost will be
planned, structured and controlled. The Cost Management Plan
would usually contain the following:
• Units of measure
• Level of precision
• Level of accuracy
• Organizational procedures links
• Control thresholds
• Rules of performance measurements
• Reporting formats
• Process descriptions

22. 22Estimate Costs
• Bottom-Up Estimating: Cost of individual work packages are estimated and then summarized to higher levels for
subsequent reporting and tracking purposes.
• Parametric Estimating: Uses statistical relationship between relevant historical data and other variables to
calculate the project work costs.
• 3-points Estimating: The accuracy of single-point activity cost estimates may be improved by considering most
likely, optimistic and pessimistic estimations.

23. 23Reserve Analysis
• Contingency Reserves: Budget within the cost baseline that is allocated for identified risks which are accepted and
for which contingent or mitigating responses are developed. Contingency reserves may be estimated to account for
known-unknowns that can affect a project.
• Management Reserves: Budget withheld for management control purposes and are reserved for unforeseen work
that is within scope of the project. Management reserves are intended to address the unknown-unknowns that can
affect a project.

24. 24Cost Benefit Analysis
The primary benefits of meeting quality requirements include less rework, higher productivity, lower costs, increased
stakeholder satisfaction, and increased profitability. A cost-benefit analysis for each quality activity compares the cost
of the quality step to the expected benefit.

25. 25Cost of Quality (COQ)
Cost of Quality includes all costs incurred over the life of the product by investment in preventing non-conformance to
requirements, appraising the product or service for conformance to requirements, and falling to meet requirements.
Failure costs are often categorized into internal and external.

26. 26RASCI Model
A Responsibility Assignment Matrix (RAM) is a grid that shows the project resources assigned to each work
package. In a RASCI chart, resources are assigned to individual work packages based on their roles to be
responsible, accountable, supportive, consulted or informed. It is a useful tool to use when the team consists of
internal and external resources in order to ensure clear divisions of expectations, roles and responsibilities.

27. 27Communication Requirements Analysis
The Project Manager should consider the number of potential Communication Channels as an indicator of the
complexity of a project’s communications. The total number of potential communication channels is n(n-1)/2, where n
represents the number of stakeholders.

28. 28Risk Management Plan
The Risk Management Plan ensures that the degree, type and
visibility of risk management are commensurate with both the risks
and the importance of the project to the organization. It should
included the following:
• Methodology
• Roles and Responsibilities
• Budgeting
• Timing
• Risk Categories
• Risk Probability and Impact Matrix
• Stakeholders’ Tolerances
• Reporting Formats
• Tracking

29. 29Probability and Impact Matrix
Ratings are assigned to risks based on their assessed probability and impact. Evaluation of each risk’s importance
and priority for attention is typically conducted using a look-up table or a probability and impact matrix. It specifies
combinations of probability and impact that lead to rating the risks as low, moderate or high priority.

30. 30Risk Strategies
4 strategies to deal with Threats:
• Avoid
• Transfer
• Mitigate
• Accept
4 strategies to deal with Opportunities:
• Exploit
• Enhance
• Share
• Accept
Threats
Avoid
Transfer
Mitigate
Accept
Opportunities
Exploit
Enhance
Share
Accept

31. 31Procurement Contract Types
Cost Plus Fixed Fee Contracts (CPFF): The seller is reimbursed for performing the
contract work and receives a fixed free payment calculated as a percentage of the
initial estimated project costs.
Cost Plus Incentive Fee Contracts (CPIF): The seller is reimbursed for performing
the contract work and receives a predetermined incentive fee based upon achieving
certain performance objectives.
Cost Plus Award Fee (CPAF): The seller is reimbursed for all legitimate costs but the
majority of the fee is earned only based on the satisfaction of certain broad subjective
performance criteria defined in the contract.
Time and Material Contracts (T&M): Hybrid of both cost-reimbursable and fixed-price
contracts. Used for staff augmentation, acquisition of experts and any outside support.
Firm Fixed Price Contracts (FFP): Price of goods is set at the outset and not subject
to change unless the scope of work changes. Any cost increase due to adverse
performance is the responsibility of the seller.
Fixed Price Incentive Fee Contracts (FPIF): Price of goods is set and the final price
is determined based on seller’s performance.
Fixed Price Economic Price Adjustment Contracts (FPEPA): A fixed price contract
with predefined adjustments to the contract price due to external changed conditions.

32. 32Stakeholders Engagement Assessment Matrix
The engagement level of all stakeholders needs to be compared throughout the project lifecycle. The engagement
level of the stakeholders can be classified as:
• Unaware: Unaware of project and its impacts.
• Resistant: Aware of project and its impacts but are resistant to the change.
• Neutral: Aware of project yet neither supportive nor resistant.
• Supportive: Aware of project and its impacts and is supportive to the change.
• Leading: Aware of project and its impacts and actively engaged in ensuring the project is a success.

33. 3. Executing

34. 34Project Management Information System
The Project Management Information System (PMIS) provides
access to tools such as scheduling tool, work authorization
system, configuration management system, information collection
and distribution system and other automated systems.
Automated gathering and reporting on key performance
indicators (KPI) can be part of the PMIS.

35. 35Quality Checklist
A Checklist is a structured tool used to verify that a set of required
steps has been performed. Based on the project’s requirements and
practices, checklists are available to ensure consistency in
frequently performed tasks. Quality checklists should incorporate the
acceptance criteria included in the scope baseline.

36. 36
Unclear on tasks Resistant to
instructions
Developing cohesion Members are
interdependent
Goals accomplished
No trust yet Internal conflicts
occur
Trust builds High trust Efforts are recognized
Making connections
with other members
Competition among
members
Commitment from all
members
Leverage on each
other’s strengths and
weaknesses
Awards given to
appreciate the group
Not committed to the
group
Personal attacks More motivated Highly motivated Proud of
achievements
Guidance is needed Aggressive attitude
towards fellow
members
Openly debates and
discuss on matters
Supportive of each
other when help is
required
Closing of the group
Passive attitude
members
Boundaries are set Feedback is well
received
Protects each other Members disengage
from group
Avoids conflict Leadership is
challenged
Leader reinforces the
team
Decisions can be
made without
supervision
Sad to part away
Willing to learn Little to none team
spirit
Relationships begin
to form
Very efficient group Nervous of joining
new group and roles
Orientation is required Members feel uneasy Focus is high to reach
goals
Goal oriented Sense of loss
Polite and distant to
each other
Flaws and
weaknesses are
raised
Mutual agreement on
resolving tasks
Group takes pleasure
in success of the
team
Work productivity
drops
Tuckman’s Group Development
Tuckman’s Group Development
Model explains on how a group being
put together, acts passively and politely
trying to avoid conflicts; then later on
realizing their individual differences and
begin to challenge each other; it shows
how does the group react and progress
(or regress) from the conflict; later on
being in harmony and reaching the
group’s full potential; finally to part
away after achieving their goals.

37. 4. Monitoring & Controlling

38. 38Change Request
A Change Request is a formal proposal to modify any document,
deliverable or baseline. When issues are found while project work
is being performed, change requests are submitted which may
modify project policies or procedures, project scope, project
budget, project schedule or project quality. Change requests may
include:
• Corrective Action
• Preventive Action
• Defect Repair
• Updates

39. 39Requirements Traceability Matrix
Requirements Traceability Matrix is a grid that links product requirements from their origin deliverables that satisfy
them. It helps ensure that each requirement adds business value by linking it to the business and project objectives. It
helps track requirements throughout the project lifecycle and ensures that requirements approved in the requirements
documentation are delivered at the end of the project.

40. 40Schedule Compression
Schedule compression techniques are used to
shorten the schedule duration without reducing the
project scope. Schedule compression techniques
include:
• Fast Tracking: A compression technique which
activities are performed in parallel for at least a
portion of their duration. It may result in rework and
increased risk.
• Crashing: A technique used to shorten the schedule
duration for the least incremental cost by adding
resources. It does not always produce a viable
alternative and may result in increased risk and/or
cost.

41. 41Earned Value Management (EVM)
Planned Value (PV): Project work that is expected to
complete at a certain time.
Earned Value (EV): Actual amount of project work
performed.
Actual Cost (AC): Realized cost incurred for the work
performed.
Earned Value Management
Cost Variance
Schedule Variance
Cost Performance Index
Schedule Performance Index
Estimate At Completion
To Complete Performance Index
Estimate to Complete
Variance at Complete
CV = EV - AC
SV = EV - PV
CPI = EV / AC
SPI = EV / PV
EAC = AC + ETC
EAC = BAC / CPI
EAC = AC + (BAC – EV)
EAC = AC + (BAC – EV) / (CPI X SPI)
TCPI = (BAC – EV) / (BAC – AC)
ETC = EAC - AC
VAC = BAC - EAC

42. 42Risk Assessment
Control Risks often results in identification of new risks, reassessment of
current risks and closing of risks that are outdated. Project risk assessments
should be regularly scheduled.
Risk Audits examine and document the effectiveness of risk responses in
dealing with identified risks and their root causes, as well as the effectiveness of
the risk management process.

43. 43Procurement Performance Review
A Procurement Performance Review is a structured review on the
vendor’s progress to deliver project scope and quality within cost and
schedule. It can include a review of vendor documentation and buyer
inspections as well as quality audits conducted during the work. It helps
to verify and evaluate the vendor’s work performances. The payments
are processed by the accounts payable system of the buyer after
certification of satisfactory work.
Inspection
Payment
Records System
Change Control

44. 5. Closing

45. 45Closure Documents
Project or phase closure documents, consisting of
formal documentation that indicates completion of the
project or phase and the transfer of the completed
deliverables to others.
During project closure, the project manager reviews prior
phase documentation, customer acceptance
documentation and exit criteria to ensure that all project
requirements are completed prior to finalizing the closure
of the project. It is then followed by handing over the
completed project or phase for business as usual (BAU)
activities.

46. 46Lessons Learned
Lessons Learned information are transferred to the lessons learned
knowledge base for use by future projects or phases. This can
include information on issues and risks as well as techniques that
worked well applying to future projects.

47. 47Procurement Closure
A process involves administrative activities such as finalizing open claims,
updating records to reflect final results and archiving such information for
future use. This activity ensures that the contractual agreements are
completed or terminated formally.

48. 48