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Explanation:

Section: Volume D

Explanation/Reference:
Explanation:
13.1.2.1 Stakeholder Analysis
Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged to build coalitions and potential partnerships to enhance the project’s chance of success, along with stakeholder relationships that need to be influenced differently at different stages of the project or phase.
Stakeholder analysis generally follows the steps described below:
Identify all potential project stakeholders and relevant information, such as their roles, departments,

interests, knowledge, expectations, and influence levels. Key stakeholders are usually easy to identify.
They include anyone in a decision-making or management role who is impacted by the project outcome, such as the sponsor, the project manager, and the primary customer. Identifying other stakeholders is usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders are included.
Analyze the potential impact or support each stakeholder could generate, and classify them so as to

define an approach strategy. In large stakeholder communities, it is important to prioritize the stakeholders to ensure the efficient use of effort to communicate and manage their expectations.
Assess how key stakeholders are likely to react or respond in various situations, in order to plan how to

influence them to enhance their support and mitigate potential negative impacts.
There are multiple classification models used for stakeholders analysis, such as:
Power/interest grid, grouping the stakeholders based on their level of authority (“power”) and their level

or concern (“interest”) regarding the project outcomes;
Power/influence grid, grouping the stakeholders based on their level of authority (“power”) and their

active involvement (“influence”) in the project;
Influence/impact grid, grouping the stakeholders based on their active involvement (“influence”) in the

project and their ability to effect changes to the project’s planning or execution (“impact”); and Salience model, describing classes of stakeholders based on their power (ability to impose their will),

urgency (need for immediate attention), and legitimacy (their involvement is appropriate).

Section: Volume D
Explanation:
5.6.3.3 Project Management Plan Updates
Project management plan updates may include, but are not limited to:
* Scope Baseline Updates. If the approved change requests have an effect on the project scope, then the scope statement, the WBS, and the WBS dictionary are revised and reissued to reflect the approved changes through Perform Integrated Change Control process.
* Other Baseline Updates. If the approved change requests have an effect on the project besides the project scope, then the corresponding cost baseline and schedule baselines are revised and reissued to reflect the approved changes.

Section: Volume E

Section: Volume D
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Section: Volume E

Explanation/Reference:
Explanation:
9.4.1.4 Issue Log
Issues arise in the course of managing the project team. An issue log can be used to document and monitor who is responsible for resolving specific issues by a target date.
Process: 9.4 Manage Project Team
Definition: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.
Key Benefit: The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.
Inputs
1. Human resource management plan
2. Project staff assignments
3. Team performance assessments
4. Issue log
5. Work performance reports
6. Organizational process assets
Tools & Techniques
1. Observation and conversation
2. Project performance appraisals
3. Conflict management
4. Interpersonal skills
Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Enterprise environmental factors updates
5. Organizational process assets updates

Section: Volume A
Explanation:
2.1.4 Organizational Process Assets
Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. The process assets also include the organization’s knowledge bases such as lessons learned and historical information.
Organizational process assets may include completed schedules, risk data, and earned value data.
Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.
6.1 Plan Schedule Management
Definition: The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.
Inputs
1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings
Outputs
1. Schedule management plan

Section: Volume D
Explanation:
7.3.1.6 Resource Calendars
Described in Sections 9.2.3.2 and 12.2.3.3. Resource calendars provide information on which resources are assigned to the project and when they are assigned. This information can be used to indicate resource costs over the duration of the project.
9.2.3.2 Resource Calendars
Resource calendars document the time periods that each project team member is available to work on the project.
Creating a reliable schedule (Section 6.6.3.1) depends on having a good understanding of each person’s availability and schedule constraints, including time zones, work hours, vacation time, local holidays, and commitments to other projects.
12.2.3.3 Resource Calendars
The quantity and availability of contracted resources and those dates on which each specific resource or resource group can be active or idle are documented.
Process: 7.3 Determine Budget
Definition: The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Key Benefit: The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.
Inputs
1. Cost management plan
2. Scope baseline
3. Activity cost estimates
4. Basis of estimates
5. Project schedule
6. Resource calendars
7. Risk register
8. Agreements
9. Organizational process assets
Tools & Techniques
1. Cost aggregation
2. Reserve analysis
3. Expert judgment
4. Historical relationships
5. Funding limit reconciliation
Outputs
1. Cost baseline
2. Project funding requirements
3. Project documents updates

Explanation/Reference:
Explanation:
9.4.2.3 Conflict Management
Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling priorities, and personal work styles. Team ground rules, group norms, and solid project management practices, like communication planning and role definition, reduce the amount of conflict.
Successful conflict management results in greater productivity and positive working relationships. When managed properly, differences of opinion can lead to increased creativity and better decision making. If the differences become a negative factor, project team members are initially responsible for their resolution. If conflict escalates, the project manager should help facilitate a satisfactory resolution. Conflict should be addressed early and usually in private, using a direct, collaborative approach. If disruptive conflict continues, formal procedures may be used, including disciplinary actions.
The success of project managers in managing their project teams often depends a great deal on their ability to resolve conflict. Different project managers may utilize different conflict resolution methods.
Factors that influence conflict resolution methods include:
* Relative importance and intensity of the conflict,
* Time pressure for resolving the conflict,
* Position taken by persons involved, and
* Motivation to resolve conflict on a long-term or a short-term basis.
There are five general techniques for resolving conflict. As each one has its place and use, these are not given in any particular order:
Withdraw/Avoid. Retreating from an actual or potential conflict situation; postponing the issue to be

better prepared or to be resolved by others.
Smooth/Accommodate. Emphasizing areas of agreement rather than areas of difference; conceding

one’s position to the needs of others to maintain harmony and relationships.
Compromise/Reconcile. Searching for solutions that bring some degree of satisfaction to all parties in

order to temporarily or partially resolve the conflict.
Force/Direct. Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually

enforced through a power position to resolve an emergency.
Collaborate/Problem Solve. Incorporating multiple viewpoints and insights from differing perspectives;

requires a cooperative attitude and open dialogue that typically leads to consensus and commitment.
Process: 9.4 Manage Project Team
Definition: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.
Key Benefit: The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.
Inputs
1. Human resource management plan
2. Project staff assignments
3. Team performance assessments
4. Issue log
5. Work performance reports
6. Organizational process assets
Tools & Techniques
1. Observation and conversation
2. Project performance appraisals
3. Conflict management
4. Interpersonal skills
Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Enterprise environmental factors updates
5. Organizational process assets updates