Inputs for Acquire Resources

Know the following inputs for the Acquire Resources process:

Project Management Plan The project management plan is essential to this process. The following are utilized from within this plan:

• Resource management plan, which outlines the approach to acquiring resources for the project
• Procurement management plan, which outlines the approach to acquiring resources from outside the project, including spelling out how procurements will be integrated with other project work
• Cost baseline accounts for the overall budget assigned to project activities

The project management plan should detail how resources will be acquired.

Project Documents Several project documents inform this process and can include, but are not limited to, the following:

• Project schedule, which outlines the project activities and includes their projected start and end dates
• Resource calendars, which document the availability of resources that will be needed
• Resource requirements, which outline the skills and experience needed for project resources
• Stakeholder register, which helps inform stakeholder needs or expectations for specific resources

Enterprise Environmental Factors The enterprise environmental factors used in this process involve taking the following information into account before making assignments:

• Marketplace conditions
• Personal interests
• Cost rates
• Prior experience
• Availability of and information about potential team members
• Personnel administration policies
• Organizational structure
• Locations

Organizational Process Assets The organizational process assets input refers to the standard processes, policies, procedures, and guidelines that the organization has in place. This includes policies around acquiring external resources. In particular, procurement practices should be taken into account.

Tools and Techniques for Acquire Resources

Be familiar with the following tools and techniques for the Acquire Resources process:

• Decision making
• Interpersonal and team skills
• Pre-assignment
• Virtual teams

Decision Making Decision-making techniques used in this process include, but are not limited to, multi-criteria decision analysis. Multi-criteria decision analysis involves the use of selection criteria to make decisions on whether potential project team members are a fit. Criteria are typically assigned a weight based on their level of importance, and candidates are then rated against the criteria. Some examples of criteria used are availability, experience, ability, and cost.

Interpersonal and Team Skills When working with shared resources, the use of interpersonal and team skills, specifically negotiation, is key. Project managers may use negotiation techniques when dealing with functional managers and other organizational department managers—and sometimes with a vendor to get some of their best people—for project resources and for the timing of those resources.

The following items are typically negotiated:

• Availability
• Competency level of the staff member assigned

Pre-assignment Pre-assignment may take place when the project is put out for bid and specific team members or physical resources are promised as part of the proposal or when internal project team members are promised and assigned as a condition of the project. Pre-assignments are documented within the project charter.

Virtual Teams According to the PMBOK^® Guide, virtual teams are defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face-to-face. The use of virtual teams makes it possible to draw in resources that wouldn’t otherwise be available. It also reduces travel expenses by allowing teams to work from home. Virtual teams typically connect using technology tools, such as the Internet, email, and videoconferencing.

Communication becomes essential when functioning in a virtual structure. All team members should be made aware of the protocols for communicating in a virtual team environment, understand the expectations, and be clear on the decision-making processes.

Outputs of Acquire Resources

Know the following eight outputs of the Acquire Resources process:

Physical Resource Assignments Physical resource assignments need to be documented, and the supplies, locations, material, and equipment should be recorded.

Project Team Assignments Project team assignments are based on the results of negotiating and determining elements such as the roles and responsibilities and reviewing recruitment practices. This output also results in a published project team directory, which lists the names of all project team members and stakeholders.

Resource Calendars Resource calendars show the team members’ availability and the times they are scheduled to work on the project. A composite resource calendar includes availability information for potential resources as well as their capabilities and skills.

Change Requests As a result of performing the Acquire Resources process, adjustments or preventative or corrective actions need to be documented in a change request. Change requests are then reviewed and disposed of through the Perform Integrated Change Control process.

Project Management Plan Updates As a result of performing the Acquire Resources process, updates will be made to the resource management plan and the cost baseline.

Project Documents Updates The Acquire Resources process will result in updates to the lessons learned register, resource breakdown structure, risk register, stakeholder register, project schedule, and resource requirements. There may also be other documents that will need to be updated depending upon the scope and nature of the project being performed.

Enterprise Environmental Factors Updates The resource availability within the organization and the amount of consumable resources used are elements of enterprise environmental factors that may be updated through this process.

Organizational Process Assets Updates At a minimum, documentation related to acquiring, assigning, and allocating resources may be updated through the Acquire Resources process.

Inputs of Conduct Procurements

There are six inputs of the Conduct Procurements process that you should know:

• Project management plan
• Project documents
• Procurement documentation
• Seller proposals
• Enterprise environmental factors
• Organizational process assets

Project Management Plan The project management plan elements used to guide the Conduct Procurement process may include, but are not limited to, the scope management plan, requirements management plan, communications management plan, risk management plan, procurement management plan, configuration management plan, and cost baseline.

Project Documents Project documents typically used as an input to this process include the lessons learned register, project schedule, requirements documentation, risk register, and stakeholder register.

Procurement Documentation The following procurement documents are typically utilized:

• Bid documents such as these:
  • Requests for proposals (RFPs)
  • Requests for information (RFIs)
  • Requests for quotations (RFQs)
• Procurement statement of work
• Independent cost estimates
• Source selection criteria

Seller Proposals Seller proposals are literally the proposals submitted by sellers in response to a procurement document package. These proposals will be evaluated as part of this process.

Enterprise Environmental Factors There are many enterprise environmental factors that could shape the Conduct Procurements process including, but not limited to, the following:

• Local laws and regulations
• Existing agreements
• Marketplace conditions
• Relevant experience with sellers, both good and bad
• Contract management systems.

Organizational Process Assets Organizational process assets may contain information on sellers used, including a list of preferred sellers, organizational policies that influence seller selection, and relevant financial policies and procurements.

Tools and Techniques of Conduct Procurements

Know the following tools and techniques of the Conduct Procurements process:

• Expert judgment
• Advertising
• Bidder conferences
• Data analysis
• Interpersonal and team skills

Expert Judgment Expert judgment may include experts from all areas of the organization when evaluating proposals and selecting vendors.

Advertising Advertising lets potential vendors know that an RFP is available. It can be used as a way of expanding the pool of potential vendors, or it may be a requirement, such as in the case of government projects. Here are some examples of where advertising may appear:

• The company’s Internet site
• Professional journals
• Newspapers

Bidder Conferences Bidder conferences, also known as vendor conferences, prebid conferences, and contractor conferences, are meetings with prospective vendors or sellers that occur prior to the completion of their response proposal. Bidder conferences have the following characteristics:

• They allow all prospective vendors to meet with the buyers to ask questions and clarify issues they have regarding the project and the RFP.
• They are held once.
• They are attended by all vendors at the same time.
• They are held before vendors prepare their responses.

Data Analysis There are several techniques that can be used to evaluate proposals. The types of goods and services you’re trying to procure will dictate how detailed your evaluation criteria are. Depending on the complexity of the procurements, you may use one or more of the following techniques to evaluate and rate sellers:

• Use the source selection criteria process to rate and score proposals.
• When purchasing goods, request a sample from each vendor to compare quality (or some other criteria) against your need.
• Ask vendors for references and/or financial records.
• Evaluate the response itself to determine whether the vendor has a clear understanding of what you’re asking them to do or provide.

After utilizing the necessary techniques, compare each proposal against the criteria, and rate or score each proposal for its ability to meet or fulfill these criteria. This can serve as your first step in eliminating vendors that don’t match your criteria. The next step is to apply the tools and techniques of this process to further evaluate the remaining potential vendors.

Using a weighting system, you can assign numerical weights to evaluation criteria and then multiply them by the weights of each criteria factor to come up with total scores for each vendor. Screening systems and seller rating systems are also sometimes used.

Interpersonal and Team Skills The primary interpersonal and team skill used for this process is negotiation. In procurement negotiations, both parties come to an agreement regarding the contract terms. At a minimum, deal points that may need negotiation in a contract should include the following items:

• Price
• Responsibilities
• Applicable regulations or laws that apply
• Overall approach to the project

Once agreement is reached and the negotiations are finished, the contract is signed by both buyer and seller and is executed.

Outputs of Conduct Procurements

The Conduct Procurements process contains the following six outputs:

• Selected sellers
• Agreements
• Change requests
• Project management plan updates
• Project documents updates
• Organizational process assets updates

Selected Sellers Selected sellers are vendors that have been chosen to provide the goods or services requested by the buyer.

Agreements A procurement agreement is a legally binding agreement between two or more parties, typically used to acquire goods or services. Agreements have several names:

• Memorandums of understanding (MOUs)
• Contracts
• Purchase orders

The type of contract awarded depends on the product or services being procured and on the organizational policies.

A contract’s life cycle consists of four stages: requirement, requisition, solicitation, and award. In the requirement stage, the project and contract needs are established and requirements are defined within the statement of work (SOW). The requisition stage focuses on refining and confirming the project objectives and generating solicitation materials, such as the request for proposals (RFP), request for information (RFI), and request for quotations (RFQ). The solicitation stage is where vendors are asked to compete and respond to the solicitation materials. And last, the award stage is where the vendors are chosen and contracts awarded.

The contract should clearly address the following:

• Elements of the SOW
• Time period of performance
• Pricing and payment plan
• Acceptance criteria
• Warranty periods
• Dispute resolution procedures and penalties
• Roles and responsibilities

Change Requests Change requests may include changes to the project management plan and its subsidiary plans and components. These changes are submitted to the change control board for review.

Project Management Plan Updates The following elements of the project management plan may need to be updated as a result of this process:

• Requirements management plan
• Quality management plan
• Procurement management plan
• Communications management plan
• Risk management plan
• Cost, scope, and schedule baselines

Project Documents Updates The following documents may need to be updated as a result of this process:

• Lessons learned register
• Requirements documentation and requirements traceability matrix
• Resource calendars
• Risk register
• Stakeholder register

Organizational Process Assets Updates The following organizational process assets may need to be updated as a result of this process:

• Listings of prospective and prequalified sellers
• Information on relevant experience with sellers, both good and bad

Inputs of Develop Team

The Develop Team process includes the following inputs:

Project Management Plan The project management plan, and specifically the resource management plan, provides guidance on providing the project team members with rewards, feedback, additional training, and disciplinary actions.

Project Documents Project documents that serve as inputs to the Develop Team process include, but are not limited to, the lessons learned register, project schedule, resource calendars, project team assignments, and team charter.

Enterprise Environmental Factors The Develop Team process is informed by the following enterprise environmental factors (among others):

• Human resource management policies
• Team member skills/specialized knowledge
• Geographic distribution of the team

Organizational Process Assets Historical information and the lessons learned repository are the key organizational process assets that inform the Develop Team process.

Tools and Techniques of Develop Team

Before we review the tools and techniques of the Develop Team process, it is helpful to understand some key concepts and theories about leadership, management, and motivation.

Leadership vs. Management

Project managers need to use the traits of both leaders and managers at different times during a project. Therefore, it’s important to understand the difference between the two.

Leaders display the following characteristics:

• Impart vision, motivate and inspire, and are concerned with strategic vision
• Have a knack for getting others to do what needs to be done
• Use and understand the following two techniques:
  • Power, which is the ability to get people to do what they wouldn’t do ordinarily and the ability to influence behavior
  • Politics, which imparts pressure to conform regardless of whether people agree with the decision
• Have committed team members who believe in their vision
• Set direction and time frames and have the ability to attract good talent to work for them
• Are directive in their approach but allow for plenty of feedback and input
• Have strong interpersonal skills and are well respected

Managers display the following characteristics:

• Are generally task-oriented and concerned with issues such as plans, controls, budgets, policies, and procedures
• Are generalists with a broad base of planning and organizational skills
• Have a primary goal of satisfying stakeholder needs
• Possess motivational skills and the ability to recognize and reward behavior

There are four particularly notable theories regarding leadership and management:

Theory X & Y Douglas McGregor defined two models of worker behavior, Theory X and Theory Y, that attempt to explain how different managers deal with their team members. Theory X managers believe the following statements to be true:

• Most people do not like work and will try to steer clear of it.
• People have little to no ambition and need constant supervision.
• People won’t actually perform the duties of their job unless threatened.

As a result, Theory X managers are like dictators and impose very rigid controls over their employees. They believe people are motivated only by punishment, money, or position.

Theory Y managers have the following characteristics:

• Believe people are interested in performing their best given the right motivation and proper expectations
• Provide support to their teams
• Are concerned about their team members
• Are good listeners

Theory Y managers believe people are creative and committed to the project goals, that they like responsibility and seek it out, and that they are able to perform the functions of their positions with limited supervision.

Theory Z Theory Z was developed by William Ouchi. This theory is concerned with increasing employee loyalty to their organization and results in increased productivity. Theory Z has the following characteristics:

• Puts an emphasis on the well-being of the employees both at work and outside of work
• Encourages steady employment
• Leads to high employee satisfaction and morale

Theory Z develops employee loyalty through group decision making, which also results in a sense of being valued and respected.

Figure 7.4 highlights the differences between a Theory X manager, a Theory Y manager, and a Theory Z manager.

Contingency Theory The Contingency theory builds on a combination of Theory Y behaviors and the Hygiene theory. (The Hygiene theory is discussed shortly, in the section “Motivational Theories.”) The Contingency theory says that people are motivated to achieve levels of competency and will continue to be motivated by this need even after competency is reached.

Situational Theory Paul Hersey and Ken Blanchard developed the Situational Leadership theory during the mid-1970s. This theory’s main premise is that the leadership style you use depends on the situation. Both Hersey and Blanchard went on to develop their own situational leadership models. Blanchard’s model, Situational Leadership II, describes four styles of leadership that depend on the situation: directing, coaching, supporting, and delegating.

Motivational Theories

There are many theories on motivation, and as a project manager, you should understand and tailor the recognition and rewards programs around the project team. The following are some important motivational theories to note:

Maslow’s Hierarchy of Needs Abraham Maslow theorized that humans have five basic sets of needs arranged in hierarchical order. The idea is that each set of needs must be met before a person can move to the next level of needs in the hierarchy. Once that need is met, they progress to the next level, and so on. Maslow’s hierarchy of needs theory suggests that once a lower-level need has been met, it no longer serves as a motivator, and the next-higher level becomes the driving motivator in a person’s life. Maslow theorized that humans are always in one state of need or another and they can move up and down the pyramid throughout their lives. The following is a brief review of the needs, as shown in Figure 7.5, starting with the highest level and ending with the lowest:

• Self-actualization: Highest level; performing at your peak potential
• Self-esteem needs: Accomplishment, respect for self, capability
• Social needs: A sense of belonging, love, acceptance, friendship
• Safety and security needs: Your physical welfare and the security of your belongings
• Basic physical needs: Lowest level; food, clothing, shelter

Hygiene Theory Frederick Herzberg came up with the Hygiene theory, also known as the Motivation-Hygiene theory. He postulated that two factors contribute to motivation:

• Hygiene factors, which prevent dissatisfaction, deal with work environment issues and include factors such as pay, benefits, conditions of the work environment, and relationships with peers and managers.
• Motivators, which lead to satisfaction, deal with the substance of the work itself and the satisfaction one derives from performing the functions of the job. According to Herzberg, the ability to advance, the opportunity to learn new skills, and the challenges involved in the work are all motivators.

Expectancy Theory The Expectancy theory, first proposed by Victor Vroom, says that the expectation of a positive outcome drives motivation. People will behave in certain ways if they think there will be good rewards for doing so and if they themselves value the reward. Also note that this theory says the strength of the expectancy drives the behavior. This means the expectation or likelihood of the reward is linked to the behavior. This theory also says that people become what you expect of them.

Achievement Theory The Achievement theory, attributed to David McClelland, says that people are motivated by the need for three things:

• Achievement, as a result of a need to achieve or succeed
• Power, which involves a desire to influence the behavior of others
• Affiliation, as a result of a need to develop relationships with others

Tools and Techniques

You should know the following tools and techniques of the Develop Team process:

• Colocation
• Virtual teams
• Communication technology
• Interpersonal and team skills
• Recognition and rewards
• Training
• Individual and team assessments
• Meetings

Colocation Colocation refers to basing team members out of the same physical location. Colocation enables teams to function more effectively than if they’re spread out among different localities. One way to achieve colocation might be to set aside a common meeting room, sometimes called a war room, for team members who are located in different buildings or across town to meet and exchange information.

Virtual Teams Through the use of technology, teams create online work environments that allow shared file storage, use of conversation threads or tools to communicate, and use of a team calendar.

Communication Technology Communication technology helps in the Develop Team process for both collocated and virtual teams. Examples of this technology include video- and audioconferencing tools, use of a shared portal, and email/chat tools.

Interpersonal and Team Skills Interpersonal skills, often referred to as soft skills, include things such as these:

• Leadership
• Influence
• Negotiation
• Communications
• Empathy
• Creativity

By possessing these skills, the project management team can reduce issues within the project team and better manage the team overall.

Team-Building Activities Team-building activities are also important. Part of the project manager’s job is to bring the team together, get its members headed in the right direction, and provide motivation, reward, and recognition. This is done using a variety of team-building techniques and exercises. Team building involves getting a diverse group of people to work together in the most efficient and effective manner possible.

Important to team-building activities are the theories behind team development. Authors Bruce Tuckman and Mary Ann Jensen developed a model that describes how teams develop and mature. According to Tuckman and Jensen, all newly formed teams go through the following five stages of development:

• Forming Forming occurs at the beginning stage of team formation, when team members are brought together, introduced, and told the objectives of the project. Team members tend to behave in a formal and reserved manner.
• Storming Storming is the stage when action begins. Team members tend to be confrontational with one another as they vie for position and control.
• Norming Norming is the stage when team members are comfortable with one another and begin to confront project concerns and issues.
• Performing Performing is the stage when the team becomes productive and effective. Trust among team members is high; this is considered to be the mature development stage.
• Adjourning The adjourning stage is when the team is released after the work is completed.

Figure 7.6 shows the stages of a team’s development.

Recognition and Rewards Recognition and rewards are an important part of team motivation. They are formal ways of recognizing and promoting desirable behavior and are most effective when carried out by the management team and the project manager. Criteria for rewards should be developed and documented, and rewards should be given to team members who go above and beyond the call of duty.

Motivation can be extrinsic or intrinsic:

• Extrinsic motivators are material rewards and might include bonuses, the use of a company car, stock options, gift certificates, training opportunities, extra time off, and so on.
• Intrinsic motivators are specific to the individual. Cultural and religious influences are forms of intrinsic motivators as well.

The recognition and rewards tool of this process is an example of an extrinsic motivator.

Training Training is a matter of assessing the team members’ skills and abilities, assessing the project needs, and providing the training necessary for the team members to carry out their assigned activities. Training can sometimes be a reward as well. Training needs may be incorporated into the staffing management plan or scheduled as they are assessed.

Individual and Team Assessments Personnel and team assessment tools capture feedback obtained on the project team’s level of effectiveness. The intention is to increase the probability of the team’s success in achieving the project objectives through the increase of performance. Team performance is often measured against the following:

• Technical success
• Performance against the schedule
• Performance against the budget

Meetings In the Develop Team process, meetings are used for, but not limited to, project orientation, team building, and team development.

Outputs of Develop Team

The following six outputs result from the Develop Team process:

Team Performance Assessments Team performance assessments involve determining the project team’s effectiveness. Assessing these characteristics helps to determine where (or whether) the project team needs improvements. The following indicators are among those assessed:

• Improvements in the team’s skills
• Improvements in the team’s competencies
• Lower staff attrition
• Greater level of team cohesiveness

Change Requests In the Develop Team process, change requests may be necessary if recommended corrective or preventive actions affect any of the components of the project management plan or project documents.

Project Management Plan Updates The resource management plan is one of the components of the project management plan that may be updated in this process.

Project Documents Updates This process may include updates to multiple project documents including, but not limited to, the following:

• Lessons learned register
• Project schedule
• Resource calendars
• Project team assignments
• Team charter

Enterprise Environmental Factors Updates Updates to the enterprise environmental factors typically include updates to team records regarding training and skill assessment and any personnel administration updates that resulted from carrying out this process.

Organizational Process Assets Updates Updates to the organizational process assets include updates to the training requirements and personnel assessments.

Inputs of Manage Project Team

There are six inputs to the Manage Team process:

• Project management plan
• Project documents
• Work performance reports
• Team performance assessments
• Enterprise environmental factors
• Organizational process assets

Project Management Plan The primary, but not sole, input to the Manage Team process from the project management plan is the resource management plan. The resource management plan provides the following information that is utilized in this process:

• Staffing management plan
• Roles and responsibilities
• The project organization chart

Project Documents Project documents that provide inputs into this process include, but are not limited to, the following:

• Issue log
• Lessons learned register
• Project team assignments
• Team charter

Work Performance Reports Work performance reports document the status of the project compared to the forecasts. For additional information on performance reports, see the outputs of the Monitor and Control Project Work process in Chapter 8, “Monitoring and Controlling the Project,” in this book.

Team Performance Assessments Team performance assessments, which are an output of the Develop Team process, provide necessary information and insight into the performance and issues of the project team. This information is necessary for managing the group and taking action to resolve any issues and to foster improvement.

Enterprise Environmental Factors The primary enterprise environmental factors that can influence the Manage Team process are human resource management policies.

Organizational Process Assets Organizational process assets used within this process include any existing organizational perks and forms of recognition.

Tools and Techniques of Manage Team

Know the following tools and techniques of the Manage Team process:

• Interpersonal and team skills
• Project management information system

Interpersonal and Team Skills There are five types of interpersonal and team skills used most often in this process:

• Conflict management
• Decision making
• Emotional intelligence
• Influencing
• Leadership

Of all these skills, conflict management deserves some specific focus. Conflict exists when the desires, needs, or goals of one party are incompatible with the desires, needs, or goals of another party (or parties). Conflict is the incompatibility of goals, which often leads to one party resisting or blocking the other party from attaining their goals. Conflict management is how an individual deals with these types of scenarios or issues.

The following six methods of conflict management are also shown in Figure 7.8

• Forcing/Directing One person forces a solution on the other parties. This is an example of a win-lose conflict resolution technique.
• Smoothing/Accommodating Smoothing/accommodating is a temporary way to resolve conflict in which the areas of agreement are emphasized over the areas of difference, so the real issue stays buried. This is an example of a lose-lose conflict resolution technique because neither side wins.
• Compromising/Reconciling Compromise is achieved when each of the parties involved in the conflict gives up something to reach a solution. This is an example of a lose-lose conflict resolution technique because neither side gets what they wanted.
• Collaborating/Problem Solving Collaboration and problem solving are the best ways to resolve conflict. One of the key actions performed with this technique is a fact-finding mission. This is the conflict resolution approach project managers use most often and is an example of a win-win conflict resolution technique.
• Withdrawing/Avoiding An example of withdrawal/avoidance is when one of the parties gets up, leaves, and refuses to discuss the conflict. This is an example of a lose-lose conflict resolution technique because no solution is ever reached. This is considered to be the worst conflict resolution technique.

The following should also be noted about conflict and conflict resolution:

• In any situation, conflict should be dealt with as soon as it arises.
• According to the PMBOK^® Guide, when you have successfully resolved conflict, it will result in increased productivity and better, more positive working relationships.
• Most conflicts are a result of schedule issues, availability of resources (usually the lack of availability), or personal work habits.
• Team members should be encouraged to resolve their own conflicts.
• Ground rules, established policies, and procedures help mitigate conflict before it arises.

Project Management Information System Scheduling or resource management software can be used for the management and coordination of team members.

Outputs of Manage Team

The Manage Team process includes the following outputs:

• Change requests
• Project management plan updates
• Project documents updates
• Enterprise environmental factors updates

Change Requests Change requests may result from a change in staffing. Also included within change requests are corrective actions that may result from disciplinary actions or training needs and preventive actions, which may be needed to reduce potential issues among the project team.

Project Management Plan Updates Project management plan updates may include changes that occurred in the resource management plan, schedule baseline, and cost baseline.

Project Documents Updates The following project documents are typically updated as a result of carrying out this process:

• Issue log
• Lessons learned register
• Project team assignments

Enterprise Environmental Factors Updates There are two components of the enterprise environmental factors that may need updating as a result of this process:

• Input to organizational performance appraisals from team members who have a high level of interaction with the project and one another
• Personnel skill updates

Inputs to Direct and Manage Project Work

Know the following inputs for the Direct and Manage Project Work process:

• Project management plan
• Project documents
• Approved change requests
• Enterprise environmental factors
• Organizational process assets

Project Management Plan The project management plan documents the collection of outputs of the planning processes and describes and defines the work to be carried out and how the project should be executed, monitored, controlled, and closed.

Project Documents The following project documents are typically considered as inputs for this process:

• Change log
• Lessons learned register
• Milestone list
• Project communications
• Project schedule
• Requirements traceability matrix
• Risk register
• Risk report

Approved Change Requests Approved change requests come about as a result of the change request status updates output of the Perform Integrated Change Control process. Approved change requests are then submitted as inputs to the Direct and Manage Project Work process for implementation. Implementation of approved changes may also include the implementation of workarounds, which are unplanned responses to negative risks that have occurred.

Enterprise Environmental Factors The following enterprise environmental factors are considered when performing the Direct and Manage Project Work process:

• Company culture and organizational structure
• Facilities available to the project team
• Personnel guidelines and hiring practices
• Risk tolerance levels
• Project management information systems

Organizational Process Assets The following organizational process assets are utilized within the Direct and Manage Project Work process:

• Historical information from past projects
• Organizational guidelines and work processes
• Process measurement databases
• Issue and defect databases

Tools and Techniques of Direct and Manage Project Work

You should be familiar with the following tools and techniques of the Direct and Manage Project Work process:

Expert Judgment Expert judgment is provided by the project manager and project team members as well as by the following sources:

• Industry and professional associations
• Consultants
• Stakeholders
• Other units within the company

Project Management Information System As used in the Direct and Manage Project Work process, the project management information system (PMIS) provides the ability to connect to automated tools, such as scheduling software and configuration management systems, that can be utilized during project execution.

Meetings Meetings are a key tool in managing the work of the project. According to the PMBOK^® Guide, there are three types of meetings: information exchange, working sessions such as brainstorming and design, and decision making.

Outputs of Direct and Manage Project Work

These seven outputs result from carrying out the Direct and Manage Project Work process:

• Deliverables
• Work performance data
• Issue log
• Change requests
• Project management plan updates
• Project documents updates
• Organizational process assets updates

Deliverables According to the PMBOK^® Guide, a deliverable (see Figure 7.10) is defined as any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.

During the Direct and Manage Project Work process, the following information regarding the outcomes of the work is gathered and recorded:

• Activity completion dates
• Milestone completions
• Status of the deliverables
• Quality of the deliverables
• Costs
• Schedule progress and updates

Work Performance Data Work performance data involves gathering, documenting, and recording the status of project work. Here are types of information that may be gathered during this process:

• Schedule status and progress
• Status of deliverable completion
• Progress and status of schedule activities
• Adherence to quality standards
• Status of costs (those authorized and costs incurred to date)
• Schedule activity completion estimates for those activities started
• Percentage of schedule activities completed
• Lessons learned
• Resource consumption and utilization

Issue log All project issues are recorded and tracked in a document known as the issue log. The following elements may be included on the issue log:

• Issue type
• Who raised the issue and when
• Description
• Priority
• Who is assigned to the issue
• Target resolution date
• Status
• Selected solution

Change Requests Changes can come about from several sources, including stakeholder requests, external sources, and technological advances. Change requests may encompass changes to the following:

• Schedule
• Scope
• Requirement
• Resource changes

Implementation of change requests may incorporate the following actions:

• Corrective Actions Corrective actions are taken to get the anticipated future project outcomes to align with the project plan.
• Preventive Actions Preventive actions involve anything that will reduce the potential impacts of negative risk events should they occur. Contingency plans and risk responses are examples of preventive action.
• Defect Repairs Defects are project components that do not meet the requirements or specifications. Defect repairs are discovered during quality audits or when inspections are performed. A validated defect repair is the result of a reinspection of the original defect repair.

Project Management Plan Updates The following project management plan updates may occur as a result of the Direct and Manage Project Work process:

• Subsidiary project plans
• Project baselines

Project Documents Updates The following project documents may undergo updates as a result of the Direct and Manage Project Work process:

• Requirements documentation and project logs
• Lessons learned register
• Risk register
• Stakeholder register

Organizational Process Assets Updates It is possible that any organizational process asset could be updated as a result of the Direct and Manage Project Work process.

Inputs of Manage Communications

Know the following inputs of the Manage Communications process:

Project Management Plan The communications management plan, resource management plan, and stakeholder engagement plan are the primary components of the project management plan. The plan is put into action during this process.

Project Documents The following project documents are typically considered as inputs for this process:

• Change log
• Issue log
• Lessons learned register
• Quality report
• Risk report
• Stakeholder register

Work Performance Reports Work performance reports are utilized to distribute performance and status information to the appropriate individuals.

Enterprise Environmental Factors Enterprise environmental factors used through this process include the organizational culture and structure, any government- or industry-related standards, and the project management information system.

Organizational Process Assets For this process, organizational process assets refer to any policies, procedures, and guidelines that the organization already has in place for distributing information and any existing documents and information that are relevant to the process.

Tools and Techniques of Manage Communications

The tools and techniques of the Manage Communications process include the following seven items:

Communication Technology Technology is often used to disseminate information to stakeholders as appropriate and as described within the communications management plan.

Communication Methods Choosing the appropriate communication methods will allow the message to be catered to the events and audience who need to receive the information.

Communication Skills There are a variety of communication techniques that are used in the Manage Communications process, which include but are not limited to the following:

• Communication competence
• Feedback
• Nonverbal
• Presentations

Project Management Information System The following information distribution tools are used to get the project information to the project team or stakeholders:

• Electronic tools, such as software, online-based tools, portals, etc.
• Electronic project management tools
• Social media management

Project Reporting Project reporting refers to the actual collection and distribution of information, typically through the form of a project status report. This may include a diverse set of reports, from basic reporting to detailed and complex analysis of the project team’s performance. Project reporting may also be communicated via progress metrics and forecasts.

Interpersonal and Team Skills There are a number of interpersonal and team skills that can be used in the Manage Communications process. These include but are not limited to the following:

• Active listening
• Conflict management
• Cultural awareness
• Meeting management
• Networking
• Political awareness

Meetings The communication model selected for managing communications should be based on the communication needs of the project.

Outputs of Manage Communications

Manage Communications results in four outputs that you should know: project communications, updates to the project management plan, updates to project documents, and updates to the organizational process assets.

Project Communications Project communications refers to the actual communication produced, often by the project manager. Examples of project communications presented by the PMBOK^® Guide include performance reports, deliverable status, schedule progress, and actual costs to date.

Project Management Plan Updates Typical updates produced to the project management plan as a result of this process includes updates to the communications management plan, stakeholder management plan, and project baselines.

Project Documents Updates Project documents updated as a result of carrying out this process often includes updates made to the issue log, schedule, and project funding requirements.

Organizational Process Assets Updates There can be several updates to the organizational process assets as a result of carrying out this process. These updates are listed and described in Table 7.1.

Inputs of Manage Stakeholder Engagement

Know the following inputs of the Manage Stakeholder Engagement process:

• Project management plan
• Project documents
• Enterprise environmental factors
• Organizational process assets

Project Management Plan The project management plan document contains several components useful in managing stakeholder expectations within the project. This includes, but is not limited to, the following components:

• Communications management plan
• Risk management plan
• Stakeholder engagement plan
• Change management plan

Project Documents Project documents such as the change log, issue log, and lessons learned register can be inputs to the Manage Stakeholder Engagement process.

Enterprise Environmental Factors Enterprise environmental factors used through this process include the organizational culture and structure, industry- or government-related standards, and the project management information system.

Organizational Process Assets The following organizational process assets influence this process:

• Corporate policies and procedures governing social media, ethics, or security
• Issue management and change control procedures
• Organizational communication requirements
• Information from previous projects

Tools and Techniques of Manage Stakeholder Engagement

Be familiar with the following six tools and techniques of the Manage Stakeholder Engagement process, and how they are used in this process:

Expert Judgment Expert judgment may include input from experts or those with specialized knowledge on the following topics:

• Politics and power structures
• Environment and organizational culture
• Communication methods and strategies
• Management of requirements, vendors, and change management

Inspection Project documentation and reports will need be inspected to enforce stakeholder engagement activities as originally designed or to make adjustments as needed.

Communication Skills With guidance from the communications management plan, the project team uses feedback to assist in understanding stakeholder reaction to activities and decisions during the course of the project.

Interpersonal and Team Skills Interpersonal and team skills were introduced in the Develop Team process. To manage stakeholder expectations and engagement, the project manager utilizes soft skills, such as building trust, conflict management, negotiation, establishing relationships, and listening.

Ground Rules Defined in the team charter, ground rules set the behavioral expectations for team members and stakeholders.

Meetings In the Management Stakeholder Engagement process, meetings provide a forum to discuss or address any issue or concern for communicating with stakeholders. This might include but is not limited to the following types of meetings:

• Project kick-off and status updates
• Decision making and issue resolution
• Lessons learned and retrospectives
• Sprint planning

Outputs of Manage Stakeholder Engagement

The Manage Stakeholder Engagement process results in the following outputs:

• Change requests
• Project management plan updates
• Project documents updates

Change Requests The following change requests may emerge as a result of this process:

• Changes to the product or project
• Corrective actions
• Preventive actions

Project Management Plan Updates Updates to the project management plan as a result of carrying out this process often involve updating the communications management plan and the stakeholder engagement plan.

Project Documents Updates The stakeholder register, change log, lessons learned register, and issue log may all need updates as a result of carrying out this process.

Inputs of Implement Risk Responses

Know the following inputs of the Implement Risk Responses process:

• Project management plan
• Project documents
• Organizational process assets

Project Management Plan The primary, but not sole, component of the project management plan used in the Implement Risk Responses process is the risk management plan. The risk management plan helps to pair identified risks with an owner by listing the risk-related roles and responsibilities of the team. Additionally, this plan sets the precision, or level of detail, to be used for the risk management methodology. The risk management plan also lists risk thresholds for the project as defined by the stakeholders’ risk appetite.

Project Documents The following project documents are typically considered as inputs for this process:

• Lessons learned register
• Risk register
• Risk report

Organizational Process Assets The lessons learned repository is the primary (but not only) organizational process asset that is used as an input to this process. Comparing risk responses from prior and similar projects can help guide the effectiveness of responses to risks.

Tools and Techniques of Implement Risk Responses

Be familiar with the following three tools and techniques of the Implement Risk Response process. Know how they are used in this process:

Expert Judgment Expert judgment may include employing subject matter experts or those with specialized knowledge to validate or adjust risk responses.

Interpersonal and Team Skills The primary interpersonal skill and team skill used is influencing. Projects often have external stakeholders who can have demands that compete with the goals of the project team.

Project Management Information System The project management information system has cost, resource, and schedule information attached to agreed-upon risk response plans and their activities.