Work+Travel+Life: August 2015

Tuesday, 25 August 2015

PMP Certification in 26 days

A summary of my preparation and the PMP certificate in 26 days,

1. PMP exam preparation course & mock exam - 6 days
2. Revision of the PMBOK 5th edition - 6 days
3. Mock exams and sample questions from online (~1600 questions)- 12days
4. Rest(out of the books and questions) - 2 days
5. The exam day

During the PMP exam preparation course & mock exam, the trainer- Ms. Lavanya is very experience and given us quite plenty of tips and strategy to pass the exam. The exam preparation training is a 5 days course and the trainer perform a good job in conducting the class. The training is pretty fun with little lecturing and memorizing but more to team work and brain storming among the classmates. The training center provided us with Kim Heldman exam study guide as the extra materials at the end of the training session.

To apply for the exam, you are recommended to become the PMI member. Once you have registered as PMI member, you can start filling the application for the exam. If you are the member, you can download the PMBOK and other materials for reading.

During the preparation weeks, i did most of my study on the PMBOK, the slides from the exam preparation course and notes on Kim Heldman's Study guide(exam spotlight). I print out chapter by chapter whenever i have completed the previous. To make it more fun during study, i try to notes down the key points from PMBOK by highlighting it in the paper and written it down to my blog pages, it is one of the good way for me to memorize and review the key points which i have taken down. I also listen to Kim Heldman's Audio in the car during my daily travel to office and back to home. Usually, i will repeat the audio chapter for 2-3 times in the car to catch the keywords.

my schedule,

On average, i spend around 1-2 hours on the reading per day, 2-3 hours on the exam questions per day and some days 1 hour on audio.
How did i reserved 4-6 hours for these activities?
I wake-up at 5.30am in the morning, started the reading at 5.30-7.00am. At office, i try to browse thru some pages in PMBOK whenever i have free time. During the traveling to office and home, i spend around 30mins on each trip on the audio. And the rest of the time in the evening(usually 8.00-10.30pm), i will do the most of the exam questions and trying to review it. Sometime, i will review the answer on the second day to test if i can remember it. At some points, when you got lower score than expected, you will feel down but nether-less, try to catch up the review to understand your weak points and focus more to it.

Some of the days, the activities are overlapping between the reading and taking the sample questions.
Sometimes, going thru the sample questions are quite exhausting especially those very lengthy and questions with very close answers. Whenever i feel tired or bored, i will start to listen to the audio again or try to browse thru if any interesting part in PMBOK.

My score for the mock exams and sample questions from online,

Date	Qs No.	Source	My Score	Difficult Level
06-Aug-2015	75	Kim Heldman, Study Guide Assessment*	58%	Moderate - Difficult
08-Aug-2015	50	BrainBok Online	64%	Moderate
09-Aug-2015	50	FirstHeadLab Online	70%	Moderate
10-Aug-2015	50	BrainBok (almost 70% questions same like 08-Aug)	82%	Moderate
10-Aug-2015	200	FirstHeadLab PDF	70%	Moderate
11-Aug-2015	100	iZenBridge	68%	Moderate
12-Aug-2015	75	Oliver Lehman Online	59%	Moderate- Difficult
14-Aug-2015	200	PreparePM	80%	Easy-Moderate
15-Aug-2015	100	Kim Heldman, PMP Practice 1*	58%	Moderate-Difficult
15-Aug-2015	100	Kim Heldman, PMP Practice 2*	50%	Moderate-Difficult
17-Aug-2015	50	BrainBok ( almost 70% questions same like 10-Aug)	61%	Moderate-Difficult
17-Aug-2015	171	Free PM-exam simulator(Exam1-2 is very difficult)	64%	Moderate-Difficult
18-Aug-2015	175	Oliver Lehman PDF	66%	Moderate-Difficult
19-Aug-2015	50	Whizlabs	68%	Moderate-Difficult
20-Aug-2015	200	PMStudy	70%	Moderate-Difficult
	1646

*only available if you purchase the Kim Heldman Exam Study Guide.

The confident level started to build up on the 2nd weeks of preparation after going thru almost 1000+ questions.
At that moment, you able to link quite a number of processes and whenever new terms appear it will catch your eye to look for more information about it. once you have started to memorize the formulas and repeatedly use it, you can challenge yourself to memorize more special formula. In actual, the exam will not test how do you memorize the formula, instead how to apply the formula on the situations.

On the exam day, and day before, the feeling is very excited.

I reached the Prometric test center at around 7am and the exam is expected to start at 8am. waited for almost 20mins before the test center is open and started the registration process and check in for the test.

During the test, it is pretty nervous as you will try to read the questions more than 1 time and review the answer several times before moving to the next questions. i set my strategy to skip the long questions if i see difficult questions at the beginning, but during the test, the questions is not so lengthy, and i decided to go thru one by one.

After 2 hours, i managed to complete 110 questions, i decided to take a short break for some water and snacks. I spend roughly 7 mins for the break and continue to the exam room after the break.

I managed to complete all the questions extra 13 mins, i use the remaining time to review the some questions and ensure all the questions are answered.

When the time fillup the survey form, you will feel the heart beat is increasing tremendously and awaiting for the result.

And finally the result is out!

Yes, i'm pass the exam! and i got all in moderate proficient for all the process group.

Saturday, 8 August 2015

PMP- Chapter 13- Project Stakeholder Management Notes

identify the people, groups or org. the could impact or impacted by the project, analyze expectations and their impact on the project and develop strategies for effectively engaging stakeholders in project decisions and execution

13.1 identify stakeholders

people, groups or org that could impact or impacted by a decision, activity, outcome of the project. analyzing and document their interest, involvement, interdependence, influence and potential impact on the project success
inputs:-

project charter(4.1)
procurement documents(12.1)
EEF
OPA

tools and techniques:-

stakeholder analysis - systematically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the proj. identifies the interest, expectations and influence of the stakeholders and relates them to the purpose of the project.
steps,

identify all potential proj. stakeholder
classify
assess

classification,

Power/interest grid- level of authority(power) and level of concern(interest)
Power/influence grid - level of authority(power) and level of involvement(influence)
Influence/impact grid - active involvement and their ability to effect changes
Salience Model -their power and legitimacy
High Power-Low interest --> Keep satisfied
High Power-High interest --> Manage closely
Low Power-Low interest --> Monitor
Low Power-High interest --> Keep informed

expert judgement
meetings

outputs:-

stakeholder register

identification information
assessment information
stakeholder classification

13.2 plan stakeholder management

management strategies to engage stakeholders throughout the project life cycle based on the analysis of their needs, interest and potential impact on project success.
iterative process
inputs:-

project management plan(4.2)
stakeholder register(13.1)
EEF
OPA

tools and techniques:-

Expert Judgement-level of engagement at each stage
meetings
analytical techniques:-

unaware- unaware of project and potential impacts
resistant- aware of project and potential impacts and resistant to change
neutral- aware of project yet neither supportive nor resistant
supportive- aware of project and potential impacts and supportive to change
leading- aware of project and potential impacts and actively engaged in ensuring the project is a success
stakeholder engagement assessment matrix

outputs:-

stakeholder management plan
project documents updates

13.3 manage stakeholder engagement

communicating and working with stakeholders to meet their needs/expectations, address issues as they occur and foster appropriate stakeholder engagement throughout the proj. life cycle.
influence highest during initial stages and progressively lower as proj. progress.
inputs:-

stakeholder management plan(13.2)
communications management plan(10.1)
change log(4.5)
OPA

tools and techniques:-

communications methods
interpersonal skills

building trust, resolving conflict, active listening, overcoming resistance to change

management skills

facilitate consensus toward proj. obj.
influence people to support the proj.
negotiate agreements to satisfy proj. needs
modify org. behavior to accept project outcome

outputs:-

issue log
change request
project management plan updates
project documents updates
OPA updates

13.4 control stakeholder engagement

monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders
inputs:-

project management plan (4.2)
issue log(13.3)
work performance data (4.3)
project documents

tools and techniques:-

information management systems- standard tool for the project manager to capture, store and distribute information to stakeholders about the proj. cost, schedule progress and performance. consolidate reports.
expert judgement
meetings

outputs:-

work performance information
change request
project management plan updates
project documents updates
OPA updates

Reference: PMI PMBOK 5th Edition

PMP- Chapter 12- Project Procurement Management Notes

to purchase or acquire products, services or results needed from outside the proj. team.
controlling any contract issued by an outside org.
administering contractual obligations

12.1 Plan Procurement Management

documenting proj. procurement decisions, specifying the approach, and identifying potential sellers
determine whether to acquire outside support, what to acquire, how to acquire, how much is need and when to acquire.
inputs:-

project management plan

project scope statement
WBS
WBS dictionary

requirements documentation(5.2)
risk register(11.2)
activity resource requirements(6.4)
project schedule(6.6)
activity cost estimates(7.2)
stakeholder register(13.1)
EEF
OPA

fixed price contracts

firm fixed price contracts(FFP) - price for goods is set at the outset and not subject to change unless the scope of work changes
fixed price incentive fee contracts(FPIF) - with financial incentives tied to achieving agreed upon metrics. with a ceiling is set.
fixed price with economic price adjustment contracts(FP-EPA) - period spans a considerable period of years, long term relationships. special provision allowing final adjustments to the contract price due to changed conditions. eg, inflation changes.

cost-reimbursable contracts - scope of work cannot precisely defined at start, high risk

cost plus fixed fee contracts(CPFF) - fixed fee payment
cost plus incentive fee contracts(CPIF) - predetermined incentive fee based upon achieving certain performance obj.
cost plus award fee contracts(CPAF) - fee earned based on satisfaction of certain broad subjective performance criteria defined.

time and material contracts(T&M) - often used for staff augmentation, acquisition of experts when precise work cannot be quickly prescribed.

tools and techniques:-

make or buy analysis

whether particular work can accomplished by proj. team or purchased outside.
budget constraints influence decisions
consider direct and indirect cost.

expert judgement
market research - identify market capabilities
meetings

outputs:-

procurement management plan
procurement statement of work

describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services or results

procurement documents

solicit proposals from prospective sellers (request for information-RFI, invitation for bid-IFB, request for proposal-RFP, request for quotation-RFQ, tender notice, invitation for negotiation, invitation for seller's initial response.)

source selection criteria- criteria developed and used to rate or score seller proposals,can be objective or subjective
make or buy decisions
change request
project docs updates

12.2 Conduct Procurements

obtaining seller responses, selecting a seller and awarding a contract
weighting system
inputs:-

procurement management plan
procurement documents
source selection criteria
seller proposals
project documents
make or buy decisions
procurement statement of work
OPA

tools and techniques:-

bidder conferences - contractor/vendor conferences, ensure all prospective sellers have a clear and common understanding of procurement requirements and no bidders receive preferential treatment.
proposal evaluation techniques
independent estimates- estimate of cost prepared by outside professional estimator
expert judgement
advertising - government jurisdictions
analytical techniques- past performance information
procurement negotiations

outputs:-

selected sellers
agreements- a contract is a mutual binding legal agreement that obligates the seller to provide specified product, services or result and obligates to the buyer to compensate the seller.
resource calendars
change request(4.5)
project management plan updates
project documents updates

12.3 Control Procurements

managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate.
contract administration as an administrative function separate from proj. procurement administrator maybe on the proj. team.
inputs:-

project management plan(4.2)
procurement documents(12.1)
agreements(12.2)
approved change request
work performance reports(4.4)
work performance data(4.3)

tools and techniques:-

contract change control system
procurement performance reviews
inspection and audits
performance reporting
payment systems
claims administration

requested changes when buyer and seller cannot reach an agreement on compensation for the change or cannot agree that a change occurred. claims, disputes or appeals. claims and disputes through negotiation is preferred method.

records management system

manage contract and procurement documentation and records

outputs:-

work performance information
change requests
project management plan updates

procurement management plan
schedule baseline
cost baseline

project documents updates
OPA

correspondence
payment schedule and requests
seller performance evaluation documentation

12.4 Close Procurements

completing each procurement
documents agreements and related documentation for future reference
finalizing open claims, updating records to reflect final results and archiving such information for future use
inputs:-

project management plan
procurement documents

tools and techniques:-

procurement audits - identify successes and failures
procurement negotiations
records management system

outputs:-

closed procurement- formal written notice by buyer
OPA

procurement file
deliverable acceptance
lessons learned documentation

Reference: PMI PMBOK 5th Edition

Friday, 7 August 2015

PMP- Chapter 11- Project Risk Management Notes

- increase the likelihood and impact of positive events, and decrease the likelihood and impact of negative events in the project.
- known risks that cannot be managed proactively, should assigned a Contingency reserve.
-unknown risks that cannot be managed proactively, should assigned a Management reserve.
-negative risk that has occurred is considered an issue.
-risk attitudes:

risk appetite- degree of uncertainty an entity is willing to take on of a reward
risk tolerance - degree, amount, or volume of risk will withstand
risk threshold - measures along level of uncertainty and impact

-positive(opportunities) and negative(threats) risk

11.1 Plan Risk Management

how to conduct risk management activities for a project
inputs:-

project management plan
project charter (4.1)
stakeholder register (13.1)
EEF
OPA

tools and techniques:-

analytical techniques- understand and define the overall risk management context
expert judgement
meetings- high level plans. templates

outputs:-

Risk management plan-

methodology, Roles and responsibilities, budgeting, timing,
risk categories(grouping potential cause of risk), Risk breakdown structure(RBS)
definitions of risk probability and impact, probability and impact matrix
revised stakeholders' tolerance
reporting formats
tracking

11.2 Identify Risks

process of determining which risks may affect the project and documenting their characteristics.
iterative process, new risk may evolve or become known as project progresses.
inputs:-

Risk management plan
Cost management plan
Schedule management plan
Quality management plan
Human Resource management plan
Scope Baseline (WBS)
Activity Cost Estimates
Activity Duration Esimates
Stakeholder Register
Project documents(charter, schedule, network diagrams, issue log, quality checklist and others)
Procurement documents
EEF
OPA

tools and techniques:-

Documentation reviews
Information gathering techniques

Brainstorming
Delphi technique- expert participate anonymously. reduce bias.
Interviewing
Root cause analysis

Checklist analysis- historical information
Assumptions analysis
Diagramming techniques:

cause and effect diagrams- Ishikawa or fishbone diagrams
system or process flow charts
influence diagrams

SWOT analysis
Expert judgement

outputs:-

Risk register- result of risk analysis and risk response planning recorded

list of identified risks
list of potential responses

11.3 Perform Qualitative Risk Analysis

prioritizing risks for further analysis by assessing and combining their probability of occurrence and impact
focus on high priority risks
establishing priorities for plan risk responses and lays the foundation for perform quantitative risk analysis.
inputs:-

Risk management plan
Scope baseline
Risk register
EEF
OPA

tools and techniques:-

Risk Probability and Impact Assessment
Probability and Impact Matrix- risk rating rules.

high risk- priority action and aggressive response strategies
low risk- watch list or add contingency reserve.

Risk Data Quality Assessment
Risk Categorization(using RBS)
Risk Urgency Assessment(risk required near-term responses)
Expert Judgement

outputs:-

Project documents updates

risk register updates
assumptions log updates

11.4 Perform Quantitative Risk Analysis

numerically analyzing the effect of identified risks on overall proj. obj.
produce quantitative risk information to support decision making in order to reduce proj. uncertainty.
inputs:-

Risk management plan
Cost management plan
Schedule management plan
Risk register
EEF
OPA

tools and techniques:-

Data Gathering and Representation Techniques

Interviewing- experience and historical data to quantify P & I of risk, eg Three-point estimates
Probability distributions, eg Beta distribution, Triangular Distribution

Quantitative Risk Analysis and Modeling Techniques

Sensitivity analysis eg Tornado diagram
Expected monetary value analysis(EMV)- multiplying the value of each possible outcome by its probability of occurrence and adding the products together.
Modeling and simulation- Monte Carlo technique- conservative org. 75% likelihood of success.
Expert judgement

outputs:-

Project documents updates

probabilistics analysis of the project
probiliity of achieving cost and time obj.
prioritized list of quantified risks
trends in quantitative risk analysis results

11.5 Plan Risk Responses

process of developing options and actions to enhance opportunities and to reduce threats to project obj.
inputs:-

Risk management plan
Risk register

tools and techniques:-

Strategies for negative risks or threats

avoid - acts to eliminate the threat or protect the project from its impact
transfer - shifts the impact of the threat to a third party, together with ownership of the response. involves payment. eg, insurance, performance bonds, warranties, guarantees.
mitigate- project team acts to reduce the probability of occurrence or impact of a risk. eg, choosing more stable suppliers, prototype development, designing redundancy.
accept - project team decides to acknowledge the risk and not taken any action unless risk occurs.

Strategies for positive risks or opportunities

exploit - ensure that opportunity is realized.
enhance - increase the probability and/or the positive impact of an opportunity.
share - involves allocating some or all the ownership of the opportunity to a third party who is best able to capture the opportunity for the benefits of the project.
accept - accepting the opportunity if it arises. not active.

Contingent Response Strategies - fallback plans/contingency plans
Expert Judgement

outputs:-

project management plan updates
project documents updates

11.6 Control Risks

implementing risk response plans, tracking identifies risks, monitoring residual risks, identifying new risks, and evaluating process effectiveness
inputs:-

project management plan
risk register
work performance data
work performance reports

tools and techniques:-

risk reassessment
risk audit
variance and trend analysis- earn value analysis
technical performance measurement
reserve analysis- determine reserve is adequate
meetings

outputs:-

work performance information
change request

recommended corrective actions
recommended preventive actions

project management plan updates
project documents updates

outcomes of risk reassessment, risk audits, and periodic risk reviews.
actual outcomes of the project's risk and of the risk responses

OPA updates

Reference: PMI PMBOK 5th Edition

PMP- Chapter 2- Organizational Influences and Project Life Cycle Notes

2.1 Organizational Influences on Project Management

Organizational Cultures and Styles

cultures and styles are group phenomena known as cultural norms, which develop over time.
organization's culture is an enterprise environment factor

Organizational Communications
Organizational Structures

Chart
Functional Organization- employee has one clear superior, staff members are grouped by specialty, specialties may be further subdivided into focused functional units. Each department in a functional organization will do its project work independently of other departments.
Matrix Organization- a blend of functional and projectized characteristics. classified as weak, balanced or strong depending on the relative level of power and influence between functional and project managers.

Weak matrix - maintain many characteristics of functional organization, PM more of a coordinator or expediter. Expediter cannot personally make or enforce decisions. Project coordinator have power to make some decisions, have some authority and report to higher level manager.
Strong matrix - characteristics of the projectized org. full time PM with considerable authority and full time project admin.
Balanced matrix - recognizes the need for a PM. Does not provide PM the full authority over project and funding.

Projectized Organization - team members are often colocated. resources involved in project work and PM have great deal of independence and authority
**composite organization

Organizational Process Assets - plants, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.

Processes and Procedures
Corporate knowledge base

Enterprise Environmental Factors - conditions, not under the control of the project team, that influence, constraint, or direct the project.

2.2 Project Stakeholders and Governance

Project Stakeholders

all members of the project team as well as all interested entities that are internal or external to the organization
stakeholders identification is a continuous process throughout the entire project life cycle
Sponsor- person or group who provides resources and support for the project and is accountable for enabling success. initial, promote the project. spokesperson to higher level management. escalation path and authorizing changes in scope, phase-end review, go/no-go decisions.
Customers and users- who will approve and manage the project's product, service, or results. Customer- entity acquiring the project's product, user - directly utilize the project's product.
Sellers - vendors,suppliers, or contractors
Business partners- provide specialize expertise
Organizational groups- business elements of an org.
Functional managers- management role within an administrative or functional area of the business.
Other Stakeholders- procurement entities, financial institutions, government regulators
**Project Team - Sponsor, Project Management Team, Project Manager, Other Project Team members.

Project Governance

oversight function that is aligned with the organization's governance model and that encompasses the project life cycle.
it provides a comprehensive, consistent method of controlling the project and ensuring its success by defining and documenting and communicating reliable, repeatable project practices.

Project Success

success of project should be measured in terms of completing the project within the constraints of scope, time, cost, quality, resources and risk as approved between the project managers and senior management.
project success should be referred to the last baselines approved by the authorized stakeholders.

2.3 Project Team

Project management staff - scheduling, budgeting, reporting and control, communications, risk and administrative support. supported by PMO.
Project staff- members of team carry out the work of creating project deliverables.
Supporting expert- participate on the team when their particular skills are required.
User or Customer- members of the organization who will accept the deliverables
Sellers- vendors, suppliers or contractor that enter into a contractual agreement to provide components or services necessary for the project.
Business partners member-
Business partners- external companies through certification process. specialized expertise.
Composition of project teams:

Dedicated
Partime
Partnership based project - joint venture, consortium (offer flexibility at lower cost) but lower degree of control and need strong mechanisms for communication and monitoring

2.4 Project Life Cycle

Characteristics of the Project Life Cycle

cost and staffing level low at the start, peak as the work carried out, and drop rapidily as the project draw to a close
risk and uncertainty are greatest at the start of the project and decrease over the life of project
ability to influence the final characteristics of the product, without significantly impacting cost is highest at the start and decrease as project progress.

Project Phases

nature of the work to be performed is unique to a portion of project and typically linked to the development of major deliverable.
can be overalap
closure of a phase end with some form of transfer or hand-off of the work. maybe referred as stage gate, milestone, phase review, phase gate or kill point.
Phase to Phase Relationships

Sequential relationship- a phase start only when the previous phase is complete.
Overlapping relationship- a phase start prior to completion of the previous one.(schedule compression- fast tracking). require additional resources to allow work to be done in parallel, may increase risk

Predictive Life Cycles - fully plan-driven. scope, time and cost required to deliver that scope are determined as early in project life cycle as practically possible. preferred when the product to be delivered is well understood.may use concept of rolling wave planning.
Iterative and Incremental Life Cycle - a series of repeated cycle while increments successively add to the functionality of the product.develop product both iteratively and incrementally. large and complex project are frequently executed in a iterative fashion to reduce risk by allowing team to incorporate feedback and lesson learned between iterations.
Adaptive Life Cycles- change driven or agile methods- intended to respond to high levels of change and ongoing stakeholder involvement. also iteractive and increment but are very rapid(2-4 weeks) and fixed in time and cost. rapidly changing environment when requirements and scope are difficult to define in advance.

Reference: PMI PMBOK 5th Edition

Thursday, 6 August 2015

PMP- Chapter 10- Project Communications Management Notes

Project Communications Management - required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring and the ultimate disposition of project information

Potential dimensions to consider:-

Internal (within project) and External (customer, vendors, public)
Formal (reports, minutes) and Informal (emails, memos, ad-hoc discussion)
Vertical (up and down org.) and Horizontal (peers)
Official (newsletter, annual report) and Unofficial(off the record)
Written and Oral, Verbal(voice) and Nonverbal (body language)

Plan Communications Management
- developing an appropriate approach and plan for project communications based on stakeholder's information needs and requirements and available OPA.
- identifies and documents the approach to communicate most effectively and efficiently with stakeholders

- Tools and Techniques:

Communications Requirement Analysis

Communications channels --> n(n-1)/2. Eg, project with 10 stakeholders has 10(10-1)/2=45

Communication Technology

Urgency of need for information
Availability of technology
Ease of Use
Project Environment
Sensitive and Confidentiality of the information

Communications Models

Encode
Transmit Message
Decode
Acknowledge
Feedback/Response

Communications Methods

Interactive communication- multi directional exchange. eg, meetings, phone calls, IM
Push communication- sent to specific recipients who need to receive the information. eg, letters, memos, reports, emails, blogs.
Pull communication- for very large volumes of information, for large audiences. eg, e-learning, lessons learned.

Meetings

- Output: Communications Management Plan, Project Documents Updates(project schedule, stakeholders registers)

Manage Communications

- creating, collecting, distributing, storing, retrieving and ultimate disposition of project information in accordance with the communications management plan.

- enables an efficient communications flow between project stakeholders.

- techniques include:- Sender-receiver models, Choice of media, Writing Style, Meeting management techniques, Presentation techniques, Facilitation techniques, Listening techniques.

- Input: Communications Management Plan, Work Performance Reports, EEF, OPA.

- Tools and Techniques:

Communication Technology
Communications Models
Communications Methods
Information management System

managed and distributed

Performance Reporting

act of collecting and distributing performance information, status reports, progress measurements and forecasts.
at an appropriate level for each audience

- Output:

Project Communications, Project Management Plan updates(performance measurement baseline), Project Documents Updates(issue log, project schedule, project funding requirements),
OPA updates

stakeholder notifications
project reports
project presentations
project records
feedback from stakeholders - information from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.
lessons learned documentation - documentations includes causes of issues, reasoning behind the corrective action chosen. documented and distributed so becomes part of historical db for both project and the performing org

Control Communications - monitoring and controlling communications throughout the entire project life cycle to ensure the information needs for the stakeholders are met.

- Inputs: Project Management Plan, Project Communications, Issue Log, Work Performance Data, OPA

- Tools and Techniques:

Information Management Systems
Expert Judgement
Meetings

- Outputs: Work Performance Information, Change Request, Project Management Plant Updates, Project Documents Updates, OPA updates.

Reference: PMI PMBOK 5th Edition