Friday, December 8, 2017

11 technologies of next decade

11 technologies of next decade:

1 #AI (machine/deep learning, NLP)
2 #IoT⌚️
3 smart robotics πŸ€–
4 3D print πŸ–¨
5 mobileπŸ“±
6 autonomous cars πŸš™
7 mobile internet πŸ’»
8 #blockchain ⛓
9 mixed reality VR/AR πŸ‘“
10 wireless power πŸ”Œ
11 quantum computing πŸ’‘

Why 90% of startups fails ?

Why 90%of startups fail:

1 no market need
2 no cash
3 wrong team
4 competition
5 price
6 poor product
lacklustre business model
8 poor marketing
9 ignore customers
10 mis-timed
11 lose focus
12 disharmony
13 pivot gone bad
14 lack passion
15 bad location
16 no financing/ investor interest
17 legal challenges
18 no advisors
19 burn out
20 fail to pivot

How to reduce your project stress

How to reduce your project stress:

1 don't respond to negativity
2 go for a walk, be active
3 be honest to your timeline
4 read, write more
5 give without expecting a get
6 breathe deeply
7 forgive first
8 write thank you notes
9 be a better friend
10 you are not your job
11 complain less
12 laugh more

Thursday, July 20, 2017

Enterprise Collaboration - Industry Trends and Best Practices

Enterprise collaboration is at the heart of radical transformation and necessity in modern business. It creates value by modifying social tendencies and communications that are prevalent in the non-work environment and applying them to the professional sphere. Doing so captures the benefits of increased efficiency, cost savings, and more effective distribution tasks among employees. Web and mobile-based collaboration tools and methods seek to capture human social interaction within a technology-based solution to business needs. Perhaps one of the most well known examples of this is the International Space Station (ISS), which is a result of 15 nations working together. People have lived in space every single day since the year 2000. The space station has become a home in orbit from where people do research, which cannot be done on Earth.
No matter if you’re a large enterprise or a small startup, live in Shanghai or San Francisco, work from home or the ISS, we all face the same challenges. We need effective collaboration to achieve magic together.
In a raging disruptive world, it is difficult to distinguish signal from noise. That’s the exact reason why we IT team sat down to think about what trends we believe might shape the year ahead at the organisation. We wanted to use these insights internally for ourselves, as well as share it with all at organisation!

Current Trends in Industry

1. Collaboration tools move beyond social

The last many years we have seen a disruption of social collaboration tools. Apps such as Yammer have done a tremendous job in connecting people. But while connecting people was an obvious first step to go, all our work processes remain highly siloed and disconnected.
Many of the apps we use today are limited by structure and technology. They have been developed to work individually and in silos. The result is broken work processes and a productivity potential waiting to be realized. A software development team might be using one system for tracking bugs, another to invoice clients and a third to track time.
Trying to stitch legacy apps together has previously been time-consuming and required lots of development hacks. But open API’s and a standardized cloud are making integrations of different software apps much more easier than before.
The next step will be to connect broken work processes and apps.
Instead of having work processes existing in closed apps, we’ll see new platforms emerge, converge and work together in unimaginable ways. The collaboration market will effectively become an ecosystem in its own right. Poject management apps will integrate to task management apps. Task management apps will integrate to invoicing apps. Invoicing apps will integrate to time tracking apps etc. Connecting work holds a promise of higher productivity waiting to be unleashed

2. BYOS - Bring your own collaboration tools to the office

The boundaries between work and home are blurring, so collaboration software must allow people to work seamlessly across platforms, devices and locations. Many of our peer companies now allow users to bring their own device to the office (BYOD). If you walk into any modern enterprise, it’s not uncommon to see all kinds of phones being used and governed by IT and users – something previously not allowed.
In a similar way, we foresee that 2017 will be the year when Bring Your Own Software (BYOS) to the corporate workplace will kick off. People are already using a variety of software to collaborate. From Dropbox to BoxGoogle Hangout to SkypeWrike to AsanaSlack to SkarplineTrello to Pivotal Tracker and the list could go on.
Most of these products offer simple transparent pricing plans, which are easy to administer and govern. Instead of having IT dictating what to use, why not let users become strong ambassadors, manage their own software and decide what’s fit for their role?
Using software to access BYOS has several benefits to the user and company. The user will often have access to a wide range of services. Is Lync down? Use Skype or Team Viewer. And companies enjoy solutions that come with freemium packages in most cases.

3. The collaborative organisation


Many organisations have invested heavily in technology over the past decades. These investments are often pursued top-down and measured on ROI. But how do you measure ROI when implementing a collaboration tool?
The next step for technology organisations is to become collaborative organisations. Collaborative organisations implement tools buttom-up. Instead of looking at ROI, they look at usage. Are our employees actually using these tools? Do they provide a better fit for the individual employee and his or her work process? Do these tools ‘almost’ implement themselves using smart onboarding and intuitive interfaces?
Research shows that productivity growth only happens when technology is accompanied by concurrent changes in how we work. In fact, technology adoption alone, without the accompanying changes in work practices, have little or even a negative impact on productivity.
Don’t pursue collaboration tools for the sake of cool technologies. Pursue it with an intention to improve how you work. Most solutions offer freemium or trial version to get you started. Measure the usage. If people are using it, you’ll see an increase in performance, productivity and happiness at work.

4. Bots everywhere
Bots are ‘conversational software robots’, which have exploded in usage the recent months. They are mostly found in messaging and chat applications, but given their collaborative nature, we expect to see them across a variety of collaboration tools in the near future.
Bots help us automate conversations and tasks. They can help us get started with an app, reserve dinner appointments, schedule meetings or pay online. Without interacting with another person. Instead of you typing a command, a bot is typing commands for you. All you do is having a conversation with what seems like a real person, but in fact it is a ‘bot’.
2017 will bring us a variety of new use cases centered around bots, and some will come to feel like artificial intelligence. We’re already now seeing several open platforms offering platforms for other platforms. It truly is an open world of collaborative platforms!

5. VR and Visual Collaboration

We’ll increasingly see new collaboration tools experiment with new user interfaces to simplify and make collaboration more intuitive.
The next wave of usage onto less technical people will bring a new wave of user experiences to the market. Many collaboration tools have been embraced by technical communities. But just as Windows took over MS-DOS and became an intuitive operating system for a larger audience, we’ll see collaboration solutions do the same.
Imagine using virtual reality headset to collaborate. Or gigantic touch screens in every office room from where you can manage your project with a single touch. Several products are already highly visual and capable of this transformation. From project management solutions such as Trello and Asana, roadmap and process solutions as Aha! and ProductPlan, recognition tools as DaPulse to communication tools as Skarpline.
Improved visualization and usability will lead to companies not only purchasing online collaboration software but an increased number of employees actually using the software and hence achieving the benefit of a higher productivity.


Best Practices and Way Forward









1. Tightly integrate people for resultant productivity

Introducing SharePoint online, Microsoft Teams, Yammer and Lync at workplace gets you rich picture of the people behind the work and rich productivity dividend. The way work gets done is by people working with people, “bouncing ideas” off each other, tapping into each other’s expertise, leveraging each other’s knowledge and insights, repurposing each other’s output. Yammer gives a rich picture of the people behind the work and Microsoft Teams enables you to gauge self-productivity at work place. It connect people and give them a full picture of each other. When people have the context of the who, what, when, where and why of the others they are working with, it builds the level of trust they have in each other and results in greater teamwork and higher quality work.

SharePoint Online: Sharepoint Online of Office 365 helps you to access intranet anywhere, anytime with seamless collaboration, enables intelligent insight along with enterprise grade security compliance
Microsoft Teams: A hub of team work. The chat-based workspace in Office 365 brings together all the people, conversations, files, and tools your team needs to be more effective
Yammer: Connect people across your organization and keep teams engaged. Helps in Crowdsource ideas, tap into collective knowledge, and get the pulse of your company. The group feed fosters open discussion and encourages team members to collaborate and share best practices. Actionable updates and alerts keep everyone up to date and involved in the process.

2. Make sure it fits the way people work

Email Integration: Putting Outlook and Active Directory together on Office 365 gives a great opportunity to reduce your investment and maintenance cost heavily. Since employees rely heavily on email, email integration is critical. Office 365 solution allow users to easily create a tasks from email for team member, share information on personalised mysite
Mobile Support: Today’s workers rely heavily mobile devices. People are accustomed to being able to get work done on the go. For a collaboration solution to get high adoption, it needs to work seamlessly with mobile devices so people can continue to collaborate on the go. Office 365 gives immense one stop solution for such road warriors.
Office 365 outlook, AD and Lync: All these tools together can create a workplace magic for any organisation. Keeping all of them on Office 365 cloud, gives a clear organisational edge for collaboration, accessibility and high user experience with very less cost of ownership, zero/low maintenance activity, heavy reduction in overheads on managing on-premises assets, resources and heavy datacenters.

Monday, February 15, 2016

Top 5 Key Reasons Why Projects Fails

If you’re frustrated that one of your projects just can’t seem to get off the ground, it might be because these practices aren't being followed.


1. Set a timeline

Every project you start must have an end date. Be realistic about how much time a project will take to accomplish. If you budget too little time, you may end up feeling defeated. If you consistently budget too much your time for projects, well, you’ll get a lot less done than you’re capable of.
If you are unsure what steps should be taken to achieve your goal and so can't create a realistic timeline, start by asking questions. Only when you have a firm grasp about what needs to be done, can you start setting effective project deadlines. 

2. Collaborate with Team: Get everyone on the same page

You can’t do some projects on your own. So assemble a team before starting the project and let every member of the group know what you’ll need from them. If people don’t understand what's expected of them, they won’t be able to deliver.
Go a step further and be sure that members of the team understand the big picture. What's the goal of the project? How will  you achieve it? Why is each person’s contribution important?
Even before sitting down with the team for a meeting, send an agenda in advance. Never end a meeting with the team without cementing the steps that must be taken next and who's responsible for them. 

3. Status Review: Weekly stakeholders meetings

Setting a timeline and clarifying who is responsible for what isn’t enough. You must keep people accountable by regularly checking in with them. I use a project tracker to keep abreast of what everyone is up to. It functions like a scorecard: Everyone is aware of what’s getting done and who’s doing it.
It’s obvious when someone is falling behind. This makes it easy for someone else to step in and volunteer to help out. At our weekly meetings, we review the project tracker and talk about what’s working and what isn’t. Keep your meetings short and don’t veer from the agenda. 

4. Stakeholder Availability: Key players should make themselves available

If you want to make sure a project gets done, force everyone who's taking part to be accessible. Do your part by leading through example. Respond to emails and phone calls promptly. When you have so much going on, it’s easy for something to slip through the cracks. The easiest way to avoid that is to be accessible and respond promptly,

5. Promote transparency

Whether the news is good or bad, members of your team will work harder when they feel they're in the know. Do all that you can to encourage the people you work with to take ownership of the project.
Staying on top of many projects isn’t easy, but it's possible.

Wednesday, July 11, 2012

PMP Tools and Technique



4.1 Develop Project Charter — PG – Initiating — KA- Integration Management
Input
Tools & Techniques
Output
Project statement of work
Expert judgment
Project charter
Business case
Contract (if third party project)
Enterprise Enviornmental Factors (EEF): government/industry standards, organizational infrastructure, marketplace conditions
Organisational Process Assets (OPA): Org’s standard processes, policies, definitions, templates, historical info and lessons learned
4.2 Develop Project Management Plan — PG – Planning — KA- Integration Management
Input
Tools & Techniques
Output
Project charter
Expert judgment
Project management plan
Outputs from Planning process
EEF: Government/industry standards, org structure/infrastructure/culture, project management system
OPA: Standardized guidelines, proposal/performance eval criteria, PMP templates, closure templates, change control procedures, previous project docs like calendars, registers, and baselines.
4.3 Direct And Manage Project Execution — PG – Executing — KA- Integration Management
Input
Tools & Techniques
Output
Project management plan
Expert judgment
Deliverables
Approved change requests
Project management information system
Work performance information
EEF: Infrastructure, personnel rules, stakeholder risk tolerances, project management information systems
Change requests
OPA: Standardized work guidelines, communication requirements, defect management procedures, project files from previous projects
Project management plan updates
Project document updates
4.4 Monitor and Control Project Work — PG – Monitoring & Controlling  — KA- Integration Management
Input
Tools & Techniques
Output
Project management plan
Expert judgment
Change requests
Performance reports
Project management plan updates
EEF: Industry/Gov standards, stakeholder risk tolerances, project management information systems
Project document updates
OPA: org communications requirements, financial controls procedures, defect management procedures, risk control/categories/matrices
4.5 Perform Integrated Change Control — PG – Monitoring & Controlling — KA- Integration Management
Input
Tools & Techniques
Output
Project management plan
Expert judgment
Change request status updates (approved change requests and denied change requests)
Work performance information
Change control meetings
Project management plan updates
Change requests
Project document updates
EEF: project management information system such as a scheduling tool
OPA: change control procedures, process measurement database, project files like baselines, configuration management databases
4.6 Close Project or Phase  — PG – Closing — KA- Integration Management
Input
Tools & Techniques
Output
Project management plan
Expert judgment
Final product, service, or result transition
Accepted deliverables
OPA updates
OPA: closure guidelines, audits, evaluations and other project docs
5.1 Collect Requirements — PG Planning — KA Scope Management
Input
Tools & Techniques
Output
Project charter
Interviews
Requirements documentation
Stakeholder register
Focus groups
Requirements management plan
Facilitated workshops
Requirements traceability matrix
Group creativity techniques: brainstorming, nominal group technique, Delphi technique, idea/mind mapping, affinity diagram.
Group decision making techniques: unanimity, majority, plurality, dictatorship
Questionnaires and surveys
Observations
Prototypes
5.2 Define Scope — PG Planning — KA Scope Management
Input
Tools & Techniques
Output
Project charter
Expert judgment
Project scope statement
Requirements documentation
Product analysis
Project document updates
OPA: Scope statement policies, procedures and templates. Previous project files and lessons learned.
Alternatives identification
Facilitated workshops
5.3 Create WBS — PG – Planning — KA – Scope Management
Input
Tools & Techniques
Output
Project scope statement
Decomposition
WBS
Requirements documentation
WBS dictionary
OPA: WBS policies, procedures, and templates. Previous project files, lessons learned
Scope baseline
Project document updates
5.4 Verify Scope — PG – Monitoring & Controlling — KA – Scope Management
Input
Tools & Techniques
Output
Project management plan
Inspection
Accepted deliverables
Requirements documentation
Change requests
Requirements traceability matrix
Project document updates
Validated deliverables
5.5 Control Scope — PG – Monitoring & Controlling — KA – Scope Management
Input
Tools & Techniques
Output
Project management plan
Variance analysis
Work performance measurements
Work performance information
OPA updates
Requirements documentation
Change requests
Requirements traceability matrix
Project management plan updates
OPA: scope related policies, guidelines, procedures. Monitoring and reporting methods to be used.
Project document updates
6.1 Define Activities — PG – Planning — KA – Time Management
Input
Tools & Techniques
Output
Scope baseline (WBS, WBS dictionary, and Project Scope Statement)
Decomposition
Activity list
EEF: PMIS (project management information system)
Rolling wave planning
Activity attributes
OPA: activity planning related policies, procedures, guidelines. e.g. the scheduling methodology.
Templates
Milestone list
Expert judgment
6.2 Sequence Activities — PG – Planning — KA – Time Management
Input
Tools & Techniques
Output
Activity list
Dependency determination
Project schedule network diagrams
Activity attributes
Precedence diagramming method (PDM)
Project document updates
Milestone list
Applying leads and lags
Project scope statement
Schedule network templates
OPA: e.g. scheduling methodology files, previous project network diagrams
6.3 Estimate Activity Resources  — PG – Planning — KA – Time Management
Input
Tools & Techniques
Output
Activity list
Expert judgment
Activity resource requirements
Activity attributes
Alternatives analysis
Resource breakdown structure
Resource calendars
Published estimating data
Project document updates
EEF: e.g. resource availability and skills
Bottom-up estimating
OPA: Policies and procedures for staffing, renting and purchasing, historical resource usage information
Project management software
6.4 Estimate Activity Durations — PG – Planning — KA – Time Management
Input
Tools & Techniques
Output
Activity list
Expert judgment
Activity duration estimates
Activity attributes
Analogous estimating (top down)
Project document updates
Activity resource requirements
Parametric estimating (plotted forecasts)
Resource calendars
Three-point estimating (PERT)
Project scope statement
Reserve analysis
EEF: Reference data, e.g. duration estimating databases, productivity metrics, published commercial information
OPA: historical duration information, project calendars, scheduling methodology and lessons learned.
6.5 Develop Schedule — PG – Planning — KA – Time Management
Input
Tools & Techniques
Output
Activity list
Schedule network analysis
Project schedule
Activity attributes
Critical path method
Schedule baseline
Project schedule network diagram
Critical chain method
Schedule data
Activity resource requirements
Resource leveling
Project document updates
Activity duration estimates
What-if scenario analysis
Resource calendars
Applying leads and lags
Project scope statement
Schedule compression
EEF: e.g., a company’s scheduling tool
Scheduling tool
OPA: Scheduling methodology and project calendar
6.6 Control Schedule — PG – Monitoring & Controlling — KA – Time Management
Input
Tools & Techniques
Output
Project management plan
Performance reviews
Work performance measurements
Project schedule
Variance analysis
OPA updates
Work performance information
Project management software
Change requests
OPA: Schedule control tools, related policies, guidelines, procedures. Monitoring and reporting methods to be used.
Resource leveling
Project management plan updates
What-if scenario analysis
Project document updates
Adjusting leads and lags
Schedule compression
Scheduling tool
7.1 Estimate Costs — PG – Planning — KA – Cost Management
Input
Tools & Techniques
Output
Scope baseline
Expert judgment
Activity cost estimates
Project schedule
Analogous estimating
Basis of estimates
Human resource plan
Parametric estimating
Project document updates
Risk register
Bottom-up estimating
EEF: Market conditions, published commercial information
Three-point estimates
OPA: cost estimating policies and templates, historical information and lessons learned
Reserve analysis
Cost of quality
Project management estimating software
Vendor bid analysis
7.2 Determine Budget — PG – Planning — KA – Cost Management
Input
Tools & Techniques
Output
Activity cost estimates
Cost aggregation
Cost performance baseline
Basis of estimates
Reserve analysis
Project funding requirements
Scope baseline
Expert judgment
Project document updates
Project schedule
Historical relationships
Resource calendars
Funding limit reconciliation
Contracts
OPA: cost budgeting related policies, procedures, and guidelines. Cost budgeting tools, reporting methods
7.3 Control Costs — PG – Monitoring & Controlling — KA – Cost Management
Input
Tools & Techniques
Output
Project management plan
Earned value management
Work performance measurements
Project funding requirements
Forecasting
Budget forecasts
Work performance information
To-Complete Performance Index (TCPI)
Organization process assets updates
OPA: cost control-related policies procedures and guidelines. Cost control tools and monitoring / reporting methods to be used.
Performance reviews
Change requests
Variance analysis
Project management plan updates
Project management software
Project document updates
8.1 Plan Quality — PG – Planning — KA – Quality Management
Input
Tools & Techniques
Output
Scope baseline
Cost-benefit analysis
Quality management plan
Stakeholder register
Cost of quality
Quality metrics
Cost performance baseline
Control charts
Quality checklists
Schedule baseline
Benchmarking
Process improvement plan
Risk register
Design of experiments
Project document updates
EEF: Associated rules, standards, and guidelines. Government agency regulations. Product’s working / operating conditions.
Statistical sampling
OPA: Organizational quality policies, procedures, and guidelines, historical databases, lessons learned, quality policy (either an endorsed as-is policy or one created by the PM and communicated to stakeholders.)
Flowcharting
Proprietary quality management methodologies (e.g. Six Sigma)
Additional quality planning tools (Group decision techniques, matrices, ..)
8.2 Perform Quality Assurance — PG – Executing — KA – Quality Management
Input
Tools & Techniques
Output
Project management plan
Plan Quality and Perform Quality Control tools and techniques
OPA updates
Quality metrics
Quality audits
Change requests
Work performance information
Process analysis
Project management plan updates
Quality control measurements
Project document updates
8.3 Perform Quality Control — PG – Monitoring & Controlling — KA – Quality Management
Input
Tools & Techniques
Output
Project management plan
Cause and effect diagrams
Quality control measurements
Quality metrics
Control charts
Validated changes
Quality checklists
Flowcharting
Validated deliverables
Work performance measurements
Histogram
OPA updates
Approved change requests
Pareto chart
Change requests
Deliverables
Run chart
Project management plan updates
OPA: quality standards and policies, standard work guidelines, and issue / defect reporting procedures
Scatter diagram
Project document updates
Statistical sampling
Inspection
Approved change requests review
9.1 Develop Human Resources Plan — PG – Planning — KA – Human Resource Management
Input
Tools & Techniques
Output
Activity resource requirements
Organisation charts and position descriptions
Human Resources plan:  roles and responsibilities, org charts and staffing management plan: resource calendars, acquisition and release, recognition and rewards, safety, compliance and training.
EEF: Company culture, organization, HR, personnel policies, market
Networking
OPA: org chart templates, historical project org info, standard processes and roles descriptions
Organizational theory
9.2 Acquire Project Team  — PG – Executing — KA – Human Resource Management
Input
Tools & Techniques
Output
Project management plan
Pre-assignment
Project staff assignments
EEF: Org’s skill levels and structure, personnel policies, locale,
Negotiation
Resource calendars
OPA: Org’s standard policies, processes, and procedures
Acquisition
Project management plan updates
Virtual teams
9.3 Develop Project Team — PG – Executing — KA – Human Resource Management
Input
Tools & Techniques
Output
Project staff assignments
Interpersonal skills
Team performance assessments
Project management plan
Training
EEF updates
Resource calendars
Team-building activities
Ground rules
Co-location
Recognition and rewards
9.4 Manage Project Team — PG – Executing — KA – Human Resource Management
Input
Tools & Techniques
Output
Project staff assignments
Observations and conversation
EEF updates
Project management plan
Project performance appraisals
OPA updates
Team performance assessments
Conflict management
Change requests
Performance reports
Issue log
Project management plan updates
OPA: bonus structures, certificates of appreciation, newsletters, perks
Interpersonal skills
10.1 Identify Stakeholders — PG – Initiating — KA – Communication Management
Input
Tools & Techniques
Output
Project Charter
Stakeholder analysis
Stakeholder register
Procurement Documents
Expert judgment
Stakeholder management strategy
EEF: Company Culture, structure, government and industry standards
OPA: Stakeholder register templates, previous stakeholder registers, lessons learned
10.2 Plan Communications — PG – Planning — KA – Communication Management
Input
Tools & Techniques
Output
Stakeholder register
Communication requirements analysis
Communications management plan
Stakeholder management strategy
Communication technology
Project document updates
EEF: All the other EEF are used here
Communication models: components are encoding, message/feedback, medium, noise, and decoding
OPA: Lessons learned and historical info from previous projects, as well as all other OPAs.
Communication methods: push, pull and interactive
10.3 Distribute Information — PG – Executing — KA – Communication Management
Input
Tools & Techniques
Output
Project management plan
Communication methods: mostly push method, like email, memos, etc, but include meetings, teleconferences, online chat, etc.
OPA updates
Performance reports
Information distribution tools
OPA: information distribution guidelines and policies, lessons learned and historical project information
10.4 Manage Stakeholder Expectations — PG – Executing — KA – Communication Management
Input
Tools & Techniques
Output
Stakeholder register
Communication methods
OPA updates
Stakeholder management strategy
Interpersonal skills
Change requests
Project management plan
Management skills
Project management plan updates
Issue log
Project document updates
Change log
OPA: org communication requirements, change control and issue management procedures
10.5 Report Performance — PG – Monitoring & Controlling — KA – Communication Management
Input
Tools & Techniques
Output
Project management plan
Variance analysis
Performance reports
Work performance information
Forecasting methods
OPA updates
Work performance measurements
Communication methods
Change requests
Budget forecasts
Reporting systems
OPA: report templates, measurement indicator definitions, organization’s variance limits
11.1 Plan Risk Management — PG – Planning — KA – Risk Management
Input
Tools & Techniques
Output
Project scope statement
Planning meetings and analysis
Risk management plan
Cost management plan
Schedule management plan
Communications management plan
EEF: risk attitudes and tolerances
OPA: stakeholder registers, risk categories, common definitions, templates
11.2 Identify Risks — PG – Planning — KA – Risk Management
Input
Tools & Techniques
Output
Risk management plan
Documentation reviews
Risk register
Activity cost estimates
Information gathering techniques
Activity duration estimates
Checklist analysis
Scope baseline
Assumptions analysis
Stakeholder register
Diagramming techniques
Cost management plan
SWOT analysis
Schedule management plan
Expert judgment
Quality management plan
Project documents
EEF: Risk attitudes, benchmarking, and published information: checklists, databases, studies.
OPA: Project files, process controls, risk statement templates, lessons learned.
11.3 Perform Qualitative Risk Analysis — PG – Planning — KA – Risk Management
Input
Tools & Techniques
Output
Risk register
Risk probability and impact assessment
Risk resister updates:
Risk category grouping
Project risk ranking
Watchlist
Probability estimates of project objectives
Trends of the above data during the project
Risk management plan
Probability and impact matrix
Project scope statement
Risk data quality assessment
OPA: similar project info and project studies, industry risk databases
Risk categorization
Risk urgency assessment
Expert Judgment
11.4 Perform Quantitative Risk Analysis — PG – Planning — KA – Risk Management
Input
Tools & Techniques
Output
Risk register
Data gathering and representation techniques: interviewing, probability distributions
Risk resister updates:
List of prioritized, quantified risks
Contingency time and cost reserves
Project estimates: Time and Date vs. Confidence
Probability estimates of project objectives
Trends of the above data during the project
Risk management plan
Quantitative risk analysis and modeling techniques: sensitivity analysis, EMV analysis/decision tree, modeling and simulation (e.g. monte carlo)
Cost management plan
Expert judgment
Schedule management plan
OPA: similar project info and project studies, industry risk databases
11.5 Plan Risk Responses — PG – Planning — KA – Risk Management
Input
Tools & Techniques
Output
Risk register
Strategies for negative risks or threats
Risk resister updates:
Residual risks
Secondary risks
Contingency plans
Risk response owners
Fallback plans
Risk triggers
Contracts
Reserves
Risk management plan
Strategies for positive risks or opportunities
Risk-related contract decisions
Contingent response strategies
Project management plan updates
Expert judgment
Project document updates
11.6 Monitor And Control Risks — PG – Monitoring & Controlling — KA – Risk Management
Input
Tools & Techniques
Output
Risk register
Risk reassessment
Risk register updates
Project management plan
Risk audits
OPA updates: technical documentation and assumptions
Work performance information
Variance and trend analysis
Change requests
Performance reports
Technical performance measurement
Project management plan updates
Reserve analysis
Project document updates
Status meetings
12.1 Plan Procurements — PG – Planning — KA – Procurement Management
Input
Tools & Techniques
Output
Scope baseline
Make-or-buy analysis
Procurement management plan
Requirements documentation
Expert judgment
Procurement statements of work
Teaming aggreements
Contract types
Make-or-buy decisions
Risk register
Procurement documents
Risk-related contract decisions
Source selection criteria
Activity resource requirements
Change requests
Project schedule
Activity cost estimates
Cost performance baseline
EEF: market, availability, suppliers, locale, industry T&Cs
OPA: purchasing policies, management systems, supplier system
12.2 Conduct Procurements  — PG – Executing — KA – Procurement Management
Input
Tools & Techniques
Output
Project management plan
Bidder conferences
Selected sellers
Procurement documents
Proposal evaluation techniques
Procurement contract awards
Source selection criteria
Independent estimates
Resource calendars
Qualified seller list
Expert judgment
Change requests
Seller proposals
Advertising
Project management plan updates
Project documents
Internet search
Project document updates
Make-or-buy decisions
Procurement negotiations
Teaming aggreements
OPA: prospective/qualified seller lists, historical seller information
12.3 Administer Procurements   — PG – Monitoring & Controlling — KA – Procurement Management
Input
Tools & Techniques
Output
Procurement documents
Contract change control system
Procurement documentation
Project management plan
Procurement performance reviews
OPA updates
Contract
Inspections and audits
Change requests
Performance reports
Performance reporting
Project management plan updates
Approved change requests
Payment systems
Work performance information
Claims administration
Records management system
12.4 Close Procurements  — PG – Closing — KA – Procurement Management
Input
Tools & Techniques
Output
Project management plan
Procurement audits
Closed procurements
Procurement documentation
Negotiated settlements
OPA Updates
Records management system