10 Project Communication Management

The processes necessary to ensure that the information needs of the project and its stakeholders are met through development of artifacts and implementation of activities designed to achieve effective information exchange.

1. Developing a strategy to ensure communication is effective for stakeholders. A communications management plan is developed: appropriate messages through appropriate formats and means for the stakeholders.
2. Carrying out the activities necessary to implement the communication strategy. Execute the communication management plan:
   1. Collection;
   2. Creation;
   3. Dissemination;
   4. Storage;
   5. Retrieval;
   6. Management;
   7. Tracking;
   8. Disposition

of the communication artifacts.

Key Concepts for Project Communications Management

The information exchanges:

1. Written form.
2. Spoken.
3. Formal / informal.
4. Through gestures.
5. Through media.
6. Choice of words.

Project managers spend most of their time communicating with team members and other project stakeholders, both internal (at all organizational levels) and external to the organization.

Activities:

• Internal.
• External.
• Formal.
• Informal.
• Hierarchical focus.
  • Upward.
  • Downward.
  • Horizontal.
• Official.
• Unofficial.
• Written.
• Oral.

Misunderstanding can be reduced through 5C:

1. Correct grammar and spelling.
2. Concise expression and elimination of excess words.
3. Clear purpose and expression directed to the needs of the reader.
4. Coherent logical flow of ideas. Using "markers" (introductions and summaries).
5. Controlling flow of word and ideas. + graphics and summaries.

Communication skills:

• Listening actively.
• Awareness of cultural and personal differences.
• Identifying, setting, and managing stakeholder expectations.
• Enhancement of skills:
  • Persuading a person, a team, or an organization to perform an action;
  • Motivating people and providing encouragement or reassurance;
  • Coaching to improve performance and achieve desired results;
  • Negotiating to achieve mutually acceptable agreements between parties and reduce approval or decision delays; and
  • Resolving conflict to prevent disruptive impacts.

he fundamental attributes of effective communication activities and developing effective communication artifacts are:

• Clarity on the purpose of the communication—defining its purpose;
• Understanding as much as possible about the receiver of the communications, meeting needs, and preferences; and
• Monitoring and measuring the effectiveness of the communications.

Trends and Emerging Practices in Project Communications Management

• Inclusion of stakeholders in project reviews. Regular and timely reviews of the stakeholder community and updates to manage changes in its membership and attitudes.
• Inclusion of stakeholders in project meetings. Short, daily standup meetings, where the achievements and issues of the previous day, and plans for the current day's work, are discussed with the project team and key stakeholders.
• Increased use of social computing.
• Multifaceted approaches to communication.

Tailoring Considerations

• Stakeholders. Internal/external/both.
• Physical location.
• Communications technology.
• Language.
• Knowledge management. Is the repository used?

Considerations for Agile/Adaptive Environments

Need to communicate evolving and emerging details more frequently and quickly. This motivates streamlining team member access to information, frequent team checkpoints, and colocating team members as much as possible, posting project artifacts in a transparent fashion, and holding regular stakeholder reviews

9.6 Control Resources

Description: the process of ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual utilization of resources and taking corrective action as necessary. The process is concerned with physical resources but the Manage Team is concerned with people. The process does:

• Monitoring resource expenditures,
• Identifying and dealing with resource shortage/surplus in a timely manner,
• Ensuring that resources are used and released according to the plan and project needs,
• Informing appropriate stakeholders if any issues arise with relevant resources,
• Influencing the factors that can create resources utilization change, and
• Managing the actual changes as they occur.

Key benefit: ensuring that the assigned resources are available for the project at the right time in the right place and released when no longer needed.

Frequency: throughout the project. Continuously in all phases and throughout the project life cycle.

Process / Asset Group	Input	The Process	Output	Process / Asset Group
Project Management Plan	Resource management plan	9.6 Control Resources	Work performance information	4.5 Monitor and Control Project Work
Project Documents	Issue log		Change requests	4.6 Perform Integrated Change Control
	Lesson learned register		Resource Management Plan	Project Management Plan
	Physical resource assignments		Schedule baseline
	Project schedule		Cost baseline
	Resource breakdown structure		Assumption log	Project Documents
	Resource requirements		Issue log
	Risk register		Lesson learned register
4.3 Direct and Manage Project Work	Work performance data		Physical Resource Assignments
12.2 Conduct Procurements	Agreements		Resource breakdown structure
Enterprise / Organization	Organizational process assets		Risk register

9.6.1 Inputs

9.6.1.1 Project Management Plan

Resource management plan - provides guidance on how physical resources should be used, controlled, and eventually released.

9.6.1.2 Project Documents

• Issue log. Used to identify issues such as lack of resources, delays in raw material supplies, or low grades of raw material.
• Lessons learned register.
• Physical resource assignments. Describe the expected resource utilization along with details such as type, amount, location, and whether the resource is internal to the organization or outsourced.
• Project schedule. The project schedule shows the resources that are needed, when they are needed, and the location where they are needed.
• Resource breakdown structure. Provides a reference in case any resource needs to be replaced or reacquired during the course of the project.
• Resource requirements. Identify the needed material, equipment, supplies, and other resources.
• Risk register. Identifies individual risks that can impact equipment, materials, or supplies.

9.6.1.3 Work Performance Data

Contains data on project status such as the number and type of resources that have been used.

9.6.1.5 Organizational Process Assets

• Policies regarding resource control and assignment,
• Escalation procedures for handling issues within the performing organization, and
• Lessons learned repository from previous similar projects.

9.6.2 Tools and Techniques

9.6.2.1 Data Analysis

• Alternatives analysis. Alternatives can be analyzed to select the best resolution for correcting variances in resource utilization. Alternatives such as paying additional for overtime or additional team resources can be weighed against a late delivery or phased deliveries. (Team control is in Team management chapter, isn't it?)

• Cost-benefit analysis. This analysis helps to determine the best corrective action in terms of cost in case of project deviations.
• Performance reviews. Performance reviews measure, compare, and analyze planned resource utilization to actual resource utilization. Cost and schedule work performance information can also be analyzed to help pinpoint issues that can influence resource utilization.
• Trend analysis. As the project progresses, the project team may use trend analysis, based on current performance information, to determine the resources needed at upcoming stages of the project. Trend analysis examines project performance over time and can be used to determine whether performance is improving or deteriorating.

9.6.2.2 Problem Solving

• Identify the problem. Specify the problem.
• Define the problem. Break it into smaller, manageable problems.
• Investigate. Collect data.
• Analyze. Find the root cause of the problem.
• Solve. Choose the suitable solution from a variety of available ones.
• Check the solution. Determine if the problem has been fixed.

9.6.2.3 Interpersonal and Team Skills.

"Soft skills".

• Negotiation. for additional physical resources, changes in physical resources, or costs associated with the resources.
• Influencing.

9.6.2.4 Project Management Information System (PMIS)

9.6.3 Outputs

9.6.3.1 Work Performance Information

How the project work is progressing by comparing resource requirements and resource allocation to resource utilization across the project activities. This comparison can show gaps in resource availability that need to be addressed.

9.6.3.2 Change Requests

9.6.3.3 Project Management Plan Updates

• Resource management plan. To reflect actual experience in managing project resources.
• Schedule baseline. To reflect the way project resources are being managed.
• Cost baseline. To reflect the way project resources are being managed.

9.6.3.4 Project Documents Updates

• Assumption log. New assumptions regarding equipment, materials, supplies, and other physical resources.
• Issue log.
• Lessons learned register. With techniques that were effective in managing resource logistics, scrap, utilization variances, and corrective actions.
• Physical resource assignments. Are dynamic.
• Resource breakdown structure. To reflect the way project resources are being used.
• Risk register. Any new risks associated with resource availability, utilization, or other physical resource risks.

9.5 Manage Team

Description: it is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. It involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership. Project managers should provide challenging assignments to team members and provide recognition for high performance. The project manager needs to be sensitive to both the willingness and the ability of team members to perform their work and adjust their management and leadership styles accordingly. Team members with low-skill abilities will require more intensive oversight than those who have demonstrated ability and experience.

Key benefit: it influences team behavior, manages conflict, and resolves issues.

Frequency: throughout the project.

Process / Asset Group	Input	The Process	Output	Process / Asset Group
Project Management Plan	Resource Management Plan	9.5 Manage Team	Change Requests	4.6 Perform Integrated Change Management
Project Documents	Issue log		Resource management plan	Project Management Plan
	Lesson learned register		Schedule baseline
	Project team assignments		Cost baseline
	Team charter		Issue log	Project Documents
4.5 Monitor and Control Project Work	Work performance reports		Lesson learned register
9.4 Develop Team	Team performance assessment		Project team assignments
Enterprise / Organization	Enterprise environmental factors
	Organizational process assets

9.5.1 Inputs

9.5.1.1 Project Management Plan

Resource management plan - guidance on how project team resources should be managed and eventually released.

9.5.1.2 Project Documents

• Issue log. To document and monitor who is responsible for resolving specific issues by a target date.
• Lessons learned register.
• Project team assignments. To identify the team member roles and responsibilities.
• Team charter. It provides guidance for how the team will make decisions, conduct meetings, and resolve conflict.

9.5.1.3 Work Performance Reports

The physical or electronic representation of work performance information intended to generate decisions, actions, or awareness. Results from:

• Schedule control,
• Cost control, Quality control, and
• Scope validation.

It used for:

• Future team resource requirements,
• Recognition and rewards, and
• Updates to the resource management plan.

9.5.1.4 Team Performance Assessments

Used to:

• Resolve issues,
• Modify communication,
• Address conflict, and Improve team interaction.

9.5.1.5 Enterprise Environmental Factors

Human resource management policies.

9.5.1.6 Organizational Process Assets

• Certificates of appreciation,
• Corporate apparel, and
• Other organizational perquisites.

9.5.2 Tools and Techniques

9.5.2.1 Interpersonal and Team Skills

Include:

Conflict management.

Team ground rules, group norms, and solid project management practices, like communication planning and role definition, reduce the amount of conflict. Differences in opinion are generally good -> source of ideas. But when the differences become too big they become a source of conflict and the project manager has to resolve it. For hard cases formal procedures may be used. Sources of conflict:

• Scarce resources,
• Scheduling priorities, and
• Personal work styles.

Factors that influence conflict resolution methods:

• Importance and intensity of the conflict,
• Time pressure for resolving the conflict,
• Relative power of the people involved in the conflict,
• Importance of maintaining a good relationship, and
• Motivation to resolve conflict on a long-term or short-term basis.

Five general techniques for resolving conflict:

1. Withdraw/avoid. Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others.
2. 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.
3. Compromise/reconcile. Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This approach occasionally results in a lose-lose situation.
4. 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.
5. 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. This approach can result in a win-win situation.

Decision Making

It involves the ability to negotiate and influence the organization and the project management team, rather than the set of tools described in the decision making tool set.

• Focus on goals to be served,
• Follow a decision-making process,
• Study the environmental factors,
• Analyze available information,
• Stimulate team creativity, and
• Account for risk.

Emotional Intelligence

The ability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people.

To use emotional intelligence to reduce tension and increase cooperation by identifying, assessing, and controlling the sentiments of project team members, anticipating their actions, acknowledging their concerns, and following up on their issues.

Influencing

• Ability to be persuasive;
• Clearly articulating points and positions;
• High levels of active and effective listening skills;
• Awareness of, and consideration for, the various perspectives in any situation; and
• Gathering relevant information to address issues and reach agreements while maintaining mutual trust.

Leadership

The ability to lead a team and inspire them to do their jobs well.

9.5.2.2 Project Management Information System (PMIS)

9.5.3 Outputs

9.5.3.1 Change Requests

Change requests are processed for review and disposition through the Perform Integrated Change Control process.

9.5.3.2 Project Management Plan Updates

• Resource management plan.
• Schedule baseline.
• Cost baseline.

9.5.3.3 Project Documents Updates

• Issue log.
• Lessons learned register.
• Project team assignments.

9.5.3.4 Enterprise Environmental Factors Updates

• Input to organizational performance appraisals, and
• Personnel skill.

9.4 Develop Team

Description: it is the process of improving competencies, team member interaction, and the overall team environment to enhance project performance. Project manager skills:

• Identify,
• Build,
• Maintain,
• Motivate,
• Lead,
• Inspire

Developing effective project teams is one of the primary responsibilities of the project manager. To employ:

• Using open and effective communication,
• Creating team-building opportunities,
• Developing trust among team members,
• Managing conflicts in a constructive manner,
• Encouraging collaborative problem solving, and
• Encouraging collaborative decision making.

Objectives:

• Improving the knowledge and skills of team members to increase their ability to complete project deliverables, while lowering costs, reducing schedules, and improving quality;
• Improving feelings of trust and agreement among team members to raise morale, lower conflict, and increase teamwork;
• Creating a dynamic, cohesive, and collaborative team culture to:
  • Improve individual and team productivity, team spirit, and cooperation; and
  • Allow cross-training and mentoring between team members to share knowledge and expertise; and
• Empowering the team to participate in decision making and take ownership of the provided solutions to improve team productivity for more effective and efficient results.

Tuckman ladder of team development:

1. Forming. Team members meet and learn about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase.
2. Storming. The team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative or open to differing ideas and perspectives, the environment can become counterproductive.
3. Norming. The team members begin to work together and adjust their work habits and behaviors to support the team. The team members learn to trust each other.
4. Performing. Team functions as a well organized unit. They are interdependent and work through issues smoothly and effectively.
5. Adjourning. In this phase, the team completes the work and moves on from the project.

Key benefit: the process results in improved teamwork, enhanced interpersonal skills and competencies, motivated employees, reduced attrition, improved overall project performance.

Frequency: performed throughout the project.

Process / Asset Group	Input	The process	Output	Process / Asset group
Project Management Plan	Resource management plan	9.4 Develop Team	Team performance assessments	9.5 Manage Team
Project Documents	Lesson learned register		Change requests	4.6 Perform Integrated Change Control
	Project Schedule		Resource management plan	Project Management Plan
	Project team assignment		Lesson learned register	Project Documents
	Resource calendars		Project schedule
	Team charter		Project team assignments
Enterprise / Organizationa	Enterprise environmental factors		Resource calendars
	Organizational process assets		Team charter
			Enterprise environmental factors	Enterprise / Organization
			Organizational process assets

9.4.1 Inputs

9.4.1.1 Project Management Plan

Resource management plan: guidance on providing project team member rewards, feedback, additional training, and disciplinary actions. It may include also the team performance assessment criteria.

9.4.1.2 Project Documents

• Lesson learned register.
• Project schedule. It defines how and when to provide training to the project team and develop the competencies required at different phases. It identifies the need for team development strategies based on variations, if any, during the project execution.
• Project team assignments. Roles and responsibilities.
• Resource calendars. Times when the project team members can participate in team development activities.
• Team charter. Where the team operating guidelines are documented. The team values and operating guidelines provide the structure that describes how the team will operate together.

9.4.1.3 Enterprise Environmental Factors

• Human resource management policies regarding hiring and termination, employee performance reviews, employee development and training records, and recognition and rewards;
• Team member skills, competencies, and specialized knowledge; and
• Geographic distribution of team members.

9.4.1.4 Organizational Process Assets

• Historical information and
• The lessons learned repository.

9.4.2 Tools and Techniques

9.4.2.1 Colocation

Colocation involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. Colocation can be temporary, such as at strategically important times during the project, or can continue for the entire project. Colocation strategies can include a team meeting room, common places to post schedules, and other conveniences that enhance communication and a sense of community.

9.4.2.2 Virtual Teams

9.4.2.3 Communication Technologies

• Shared portal. A shared repository for information sharing (e.g., website, collaboration software or intranet) is effective for virtual project teams.
• Video conferencing. Video conferencing is an important technique for effective communication with virtual teams.
• Audio conferencing. Communication within a team using audio conferencing is another technique to build rapport and confidence within virtual teams.
• Email/chat. Regular communications using email and chat is also an effective technique.

9.4.2.4 Interpersonal and Team Skills

• Conflict management. Timely and constructive.
• Influencing.
• Motivation. A reason for someone to act.
• Negotiation.
• Team building.

9.4.2.5 Recognition and Rewards

The original plan for rewarding people is developed during the Plan Resource Management process. Rewards will be effective only if they satisfy a need that is valued by that individual. Reward decisions are made, formally or informally, during the process of managing the project team. Cultural differences should be considered when determining recognition and rewards.

People are motivated when they feel they are valued in the organization and this value is demonstrated by the rewards given to them. Generally, money is viewed as a tangible aspect of any reward system, but intangible rewards could be equally or even more effective. Most project team members are motivated by an opportunity to grow, accomplish, be appreciated, and apply their professional skills to meet new challenges. A good strategy for project managers is to give the team recognition throughout the life cycle of the project rather than waiting until the project is completed.

9.4.2.6 Training

Activities designed to enhance the competencies of the project team members. Training can be formal or informal. Examples of training methods include classroom, online, computer-based, on-the-job training from another project team member, mentoring, and coaching. Scheduled training takes place as stated in the resource management plan. Unplanned training takes place as a result of observation, conversation, and project performance appraisals conducted during management of the project team. Training costs could be included in the project budget or supported by the performing organization if the added skills may be useful for future projects.

9.4.2.7 Individual and Team Assessments

Attitudinal surveys, specific assessments, structured interviews, ability tests, and focus groups.

9.4.2.8 Meetings

Used to discuss and address pertinent topics for developing the team.

• Project orientation meetings,
• Team-building meetings, and
• Team development meetings.

9.4.3 Outputs

9.4.3.1 Team Performance Assessments

Indicators:

• Improvements in skills that allow individuals to perform assignments more effectively,
• Improvements in competencies that help team members perform better as a team,
• Reduced staff turnover rate, and
• Increased team cohesiveness where team members share information and experiences openly and help each other to improve the overall project performance.

Identification of the specific training, coaching, mentoring, assistance, or changes required to improve the team's performance. This should also include identifying the appropriate or required resources necessary to achieve and implement the improvements identified in the assessment.

9.4.3.2 Change Requests

As a result of carrying out the Develop Team process or if recommended corrective or preventive actions.

9.4.3.3 Project Management Plan Updates

Resource management plan.

9.4.3.4 Project Documents Updates

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

9.4.3.5 Enterprise Environmental Factors Updates

• Employee development plan records, and
• Skill assessments.

9.4.3.6 Organizational Process Assets Updates

• Training requirements, and
• Personnel assessment.

9.3 Acquire Resources

Description: the process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work. The resources needed for the project can be internal or external to the project-performing organization. Internal resources are acquired (assigned) from functional or resource managers. External resources are acquired through the procurement processes. The project management team may or may not have direct control over resource selection because of collective bargaining agreements, use of subcontractor personnel, a matrix project environment, internal or external reporting relationships, or other reasons.

• The project manager or project team should effectively negotiate and influence others who are in a position to provide the required team and physical resources for the project.
• Failure to acquire the necessary resources for the project may affect project schedules, budgets, customer satisfaction, quality, and risks. Insufficient resources or capabilities decrease the probability of success and, in a worst-case scenario, could result in project cancellation.
• If the team resources are not available due to constraints such as economic factors or assignment to other projects, the project manager or project team may be required to assign alternative resources, perhaps with different competencies or costs. Alternative resources are allowed provided there is no violation of legal, regulatory, mandatory, or other specific criteria.

Key benefit: it outlines and guides the selection of resources and assigns them to their respective activities.

Frequency: periodically throughout the project as needed.

Process / Asset Group	Input	The Process	Output	Process / Asset Group
Project Management Plan	Resource management plan	9.3 Acquire Resources	Change requests	4.6 Perform Integrated Change Control
	Procurement management plan		Resource management plan	Project management plan
	Cost baseline		Cost baseline
Project Documents	Project schedule		Physical resource assignments	Project Documents
	Resource calendars		Project team assignments
	Resource requirements		Resource calendars
	Stakeholder register		Lesson learned register
Enterprise / Organization	Enterprise environment factors		Project schedule
	Organizational process assets		Resource breakdown structure
			Resource requirements
			Risk register
			Enterprise environmental factors update	Enterprise / Organization
			Organizational process assets update

9.3.1 Inputs

9.3.1.1 Project Management Plan

• Resource management plan. Guidance on how to acquire resources for the project.
• Procurement management plan. Information regarding resources that will be acquired from outside the project.
• Cost baseline. The overall budget for the project activities.

9.3.1.2 Project Documents

• Project schedule. The activities and their planned start and end dates to help determine when the resources need to be available and acquired.
• Resource calendars. The time periods that each resource needed for the project is available for the project.
• Resource requirements. Which resources need to be acquired.
• Stakeholder register. Stakeholders’ needs or expectations for specific resources to be used on the project.

9.3.1.3 Enterprise Environmental Factors

• Existing information on organizational resources including availability, competence levels, and prior experience for team resources and resource costs;
• Marketplace conditions;
• Organizational structure; and
• Geographic locations.

9.3.1.4 Organizational Process Assets

• Policies and procedures for acquiring, allocating, and assigning resources to the project; and
• Historical information and lessons learned repository.

9.3.2 Tool and Techniques

9.3.2.1 Decision Making

Multicriteria decision analysis. Examples of selection criteria:

• Availability.
• Cost.
• Ability.
• Experience.
• Knowledge.
• Skills.
• Attitude.
• International factors.

9.3.2.2 Interpersonal and Team Skills

Negotiation with:

• Functional managers. The best resources possible in the required time-frame.
• Other project management teams.
• External organizations and suppliers.

9.3.2.3 Pre-Assignment

When physical or team resources for a project are determined in advance, they are considered pre-assigned.

9.3.2.4 Virtual Teams

Groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face.

Communication planning becomes increasingly important in a virtual team environment. Additional time may be needed to set clear expectations, facilitate communications, develop protocols for resolving conflict, include people in decision making, understand cultural differences, and share credit in successes.

9.3.3 Output

9.3.3.1 Physical Resource Assignment

Documentation of the physical resource assignments records the material, equipment, supplies, locations, and other physical resources that will be used during the project.

9.3.3.2 Project Team Assignments

It records the team members and their roles and responsibilities for the project. Documentation can include a project team directory and names inserted into the project management plan, such as the project organization charts and schedules.

9.3.3.3 Resource Calendars

Resource calendars also specify when and for how long identified team and physical resources will be available during the project.

9.3.3.4 Change Requests

9.3.3.5 Project Management Plan Updates

• Resource management plan. To reflect actual experience in acquiring resources for the project, including lessons learned in acquiring resources early in the project that will impact how resources are acquired later in the project.
• Cost baseline.

9.3.3.6 Project Documents Updates

• Lessons learned register. Challenges encountered and how they could have been avoided as well as approaches that worked well for acquiring resources.
• Project schedule.
• Resource breakdown structure.
• Resource requirements.
• Risk register.
• Stakeholder register.

9.3.3.7 Enterprise Environmental Factors Updates

• Resource availability within the organization, and
• Amount of the organization's consumable resources that have been used.

9.3.3.8 Organizational Process Assets Updates

Documentation related to acquiring, assigning and allocating resources.

9.2 Estimate Activity Resources

Description: the process of estimating team resources and the type and quantities of material, equipment, and supplies necessary to perform project work. The process is very close to the process Estimate Cost.

Key benefit: it identifies the type, quantity, and characteristics of resources required to complete the project.

Frequency: periodically throughout the project as needed.

Process/ Asset Group	Input	The Process	Output	Process/ Asset Group
Project Management Plan	Resource management plan	9.2 Estimate Activity Resources	Resource requirements	Project Documents
	Scope baseline		Basis of estimate
Project Documents	Activity attributes		Resource breakdown structure
	Activity list		Activity attributes
	Assumption log		Assumption log
	Cost estimate		Lesson learned register
	Resource calendars
	Risk register
Enterprise/ Organization	Enterprise environmental factors
	Organizational process assets

9.2.1 Inputs

9.2.1.1 Project Management Plan

Include:

• Resource management plan. The approach to identify the different resources needed for the project, the methods to quantify the resources needed for each activity and aggregates this information.
• Scope baseline. The project and product scope necessary to meet the project objectives.

9.2.1.2 Project Documents

• Activity attributes. The primary data source for use in estimating team and physical resources.
• Activity list.
• Assumption log. Information on productivity factors, availability, cost estimates, and approaches to work.
• Cost estimates.
• Resource calendars. The working days, shifts, start and end of normal business hours, weekends, and public holidays when each specific resource is available.
• Risk register. The individual risks that can impact resource selection and availability.

9.2.1.3 Enterprise Environmental Factors

Include:

• Resource location,
• Resource availability,
• Team resource skills,
• Organizational culture,
• Published estimating data, and
• Marketplace conditions.

9.2.1.4 Organizational Process Assets

• Policies and procedures regarding staffing,
• Policies and procedures relating to supplies and equipment, and
• Historical information regarding types of resources used for similar work on previous projects.

9.2.2 Tools and Techniques

9.2.2.1 Expert Judgement

In team and physical resource planning and estimating.

9.2.2.2 Bottom-up Estimating

9.2.2.3 Analogous Estimating

9.2.2.4 Parametric Estimating

An algorithm or a statistical relationship between historical data and other variables to calculate resource quantities needed for an activity.

9.2.2.5 Data Analysis

Alternatives analysis. Various levels of resource capability or skills, different sizes or types of machines, different tools (manual versus automated), and make-rent-or-buy decisions.

9.2.2.6 Project Management Information System (PMIS)

9.2.2.7 Meetings

Planning meetings with functional managers to estimate the resources needed per activity, level of effort (LoE), skill level of the team resources, and the quantity of the materials needed. Participants at these meetings may include the project manager, the project sponsor, selected project team members, selected stakeholders, and others.

9.2.3 Outputs

9.2.3.1 Resource Requirements

The types and quantities of resources required for each work package or activity in a work package and can be aggregated to determine the estimated resources for each work package, each WBS branch, and the project as a whole.

9.2.3.2 Basis of Estimates

• Method used to develop the estimate,
• Resources used to develop the estimate (such as information from previous similar projects),
• Assumptions associated with the estimate,
• Known constraints,
• Range of estimates,
• Confidence level of the estimate, and
• Documentation of identified risks influencing the estimate.

9.2.3.3 Resource Breakdown Structure

A hierarchical representation of resources by category and type.

Resource categories

• Labor,
• Material,
• Equipment, and
• Supplies.

Types:

• Skill level,
• Grade level,
• Required certifications, or
• Other

9.2.3.4 Project Documents Updates

• Activity attributes.
• Assumption log. Assumptions regarding the types and quantities of resources required.
• Lessons learned register.

9.1 Plan Resource Management

Description: it is the process of defining how to estimate, acquire, manage, and use team and physical resources. Project resources may include

• Team members,
• Supplies,
• Materials,
• Equipment,
• Services and
• Facilities.

Source of resources:

• Internal assets or
• From outside the organization through a procurement process.

Key benefit: it establishes the approach and level of management effort needed for managing project resources based on the type and complexity of the project.

Frequency: once or at predefined points in the project.

Process/ Asset Class	Input	The Process	Output	Process/ Asset Class
4.1 Develop Project Charter	Project Charter	9.1 Plan Resource Management	Resource management plan	Project Management Plan
Project Management Plan	Quality Management plan		Team charter	Project Documents
	Scope baseline		Assumption log
Project Documents	Project schedule		Risk register
	Requirements documentation
	Risk register
	Stakeholder register
Enterprise/ Organization	Enterprise environmental factors
	Organizational process assets

9.1.1 Inputs

9.1.1.1 Project Charter

The high-level project description and requirements. It also has the key stakeholder list, summary milestones, and preapproved financial resources.

9.1.1.2 Project Management Plan

Include:

• Quality management plan. The level of resources that will be required to achieve and maintain the defined level of quality.
• Scope baseline. The deliverables that drive the types and quantities of resources.

9.1.1.3 Project Documents

Inputs:

• Project schedule. The timeline for needed resources.
• Requirements documentation. The type and amount of resources.
• Risk register. Information on threats and opportunities.
• Stakeholder register. Stakeholders who have a particular interest in or an impact on resources needed for the project. Who can influence the use of one kind of resource over another.

9.1.1.4 Enterprise Environmental Factors

Include:

• Organizational culture and structure,
• Geographic distribution of facilities and resources,
• Existing resources competencies and availability, and
• Marketplace conditions.

9.1.1.5 Organizational Process Assets

Include:

• Human resource policies and procedures,

• Physical resource management policies and procedures,
• Safety policies,
• Security policies,
• Templates for the resource management plan, and
• Historical information for similar projects.

9.1.2 Tools and Techniques

9.1.2.1 Expert Judgement

On topics:

• Negotiating for the best resources within the organization;
• Talent management and personnel development;
• Determining the preliminary effort level needed to meet project objectives;
• Determining reporting requirements based on the organizational culture;
• Estimating lead times required for acquisition, based on lessons learned and market conditions;
• Identifying risks associated with resource acquisition, retention, and release plans;
• Complying with applicable government and union regulations; and
• Managing sellers and the logistics effort to ensure materials a supplies are available when needed.

9.1.2.2 Data Representation

Charts.

• Hierarchical charts.
• Work breakdown structures (WBS).
• Organizational breakdown structure (OBS)
• Resource breakdown structure. A hierarchical list of team and physical resources related by category and resource type that is used for planning, managing and controlling project work. Each descending (lower) level represents an increasingly detailed description of the resource until the information is small enough to be used in conjunction with the work breakdown structure (WBS) to allow the work to be planned, monitored, and controlled.
• Assignment Matrix. A RAM shows the project resources assigned to each work package. It is used to illustrate the connections between work packages, or activities, and project team members. The matrix format shows all activities associated with one person and all people associated with one activity. This also ensures that there is only one person accountable for any one task to avoid confusion about who is ultimately in charge or has authority for the work.

• Text-oriented formats.

9.1.2.3 Organizational Theory

Information regarding the way in which people, teams, and organizational units behave. It is important to recognize that the organization's structure and culture impacts the project organizational structure.

9.1.2.4 Meetings

9.1.3 Outputs

9.1.3.1 Resource Management Plan

It is the component of the project management plan that provides guidance on how project resources should be categorized, allocated, managed, and released. It may be divided between the team management plan and physical resource management plan according to the specifics of the project.

Includes:

• Identification of resources. Methods for identifying and quantifying team and physical resources needed.
• Acquiring resources. Guidance on how to acquire team and physical resources for the project.
• Roles and responsibilities:
  • Role. The function assumed by, or assigned to, a person in the project.
  • Authority. The rights to apply project resources, make decisions, sign approvals, accept deliverables, and influence others to carry out the work of the project. Team members operate best when their individual levels of authority match their individual responsibilities.
  • Responsibility. The assigned duties and work that a project team member is expected to perform in order to complete the project's activities.
  • Competence. The skill and capacity required to complete assigned activities within the project constraints.
• Project organization charts. A project organization chart is a graphic display of project team members and their reporting relationships. It can be formal or informal, highly detailed or broadly framed, based on the needs of the project.
• Project team resource management. Guidance on how project team resources should be defined, staffed, managed, and eventually released.
• Training.
• Team development.
• Resource control.
• Recognition plan.

9.1.3.2 Team Charter

It is a document that establishes the team values, agreements, and operating guidelines for the team. Includes:

• Team values,
• Communication guidelines,
• Decision-making criteria and process,
• Conflict resolution process,
• Meeting guidelines, and
• Team agreements.

Early commitment to clear guidelines decreases misunderstandings and increases productivity.

9.1.3.3 Project Documents Updates

Include:

• Assumption log. Assumptions regarding the availability, logistics requirements, and location of physical resources as well as the skill sets and availability of team resources.
• Risk register. Risks associated with team and physical resource availability or other known resource-related risks.

9 Project Resource Management

The processes to identify, acquire, and manage the resources needed for the successful completion of the project. It helps ensure that the right resources will be available to the project manager and project team at the right time and place.

There is a distinction between the skills and competencies needed for the project manager to manage team resources and physical resources. Also there is some overlap between Project Resource Management and project Stakeholder Management.

Key Concepts for Project Resource Management

The project manager should invest suitable effort in acquiring, managing, motivating, and empowering the project team. Participation of team members during planning adds their expertise to the process and strengthens their commitment to the project. The project manager should be both leader and manager of the project team. The project manager is responsible for the team formation as an effective group.

Factors which can influence the team:

• Team environment,
• Geographical locations of team members,
• Communications among stakeholders,
• Organizational change management,
• Internal and external politics,
• Cultural issues and organizational uniqueness, and
• Other factors that may alter project performance.

The project manager is also responsible for proactively developing team skills and competencies while retaining and improving team satisfaction and motivation. He should be aware of, and subscribe to, professional and ethical behavior, and ensure that all team members adhere to these behaviors.

Physical resource management is concentrated in allocating and using the physical resources (material, equipment, and supplies, for example) needed for successful completion of the project in an efficient and effective way. In order to do that, organizations should have data on resource demands (now and in the reasonable future), resource configurations that will be required to meet those demands, and the supply of resources.

Trends and Emerging Practices in Project Resource Management

Management practice is shifting toward approach that empowers teams by delegating decision making to the team members. Modern project resource management approaches seek to optimize resource utilization. Practices:

• Resource management methods. Lean management, just-in-time (JIT) manufacturing, Kaizen, total productive maintenance (TPM), theory of constraints (TOC).
• Emotional intelligence (EI). EI increases by improving inbound (e.g., self-management and self-awareness) and outbound (e.g., relationship management) competencies. Project teams that succeed in developing team EI or become an emotionally competent group are more effective. Additionally, there is a reduction in staff turnover.
• Self-organizing teams. In projects that have self-organizing teams, the project manager (who may not be called a project manager) role provides the team with the environment and support needed and trusts the team to get the job done.
• Virtual teams/distributed teams. The availability of communication technology such as email, audio conferencing, social media, web-based meetings, and video conferencing has made virtual teams feasible. Positive and negative aspects:
  • Able to use personnel from other geographic area, home employees, with mobility limitations/disabilities.
  • Possible feeling of isolation,
  • Gaps in sharing knowledge and experience between teem members,
  • Difficulties to track progress and productivity,
  • Time zone differences,
  • Cultural differences.

Tailoring Considerations

Include:

• Diversity.
• Physical location.
• Industry-specific resources.
• Acquisition of team members.
• Management of team.
• Life cycle approaches.

Considerations for Agile/Adaptive Environments

Collaborative teams may facilitate accelerated integration of distinct work activities, improve communication, increase knowledge sharing, and provide flexibility of work assignments in addition to other advantages.

Planning for physical and human resources is much less predictable in projects with high variability. In these environments, agreements for fast supply and lean methods are critical to controlling costs and achieving the schedule.

8.3 Control Quality

Description: the process of monitoring and recording results of executing the quality management activities in order to assess performance and ensure the project outputs are complete, correct and meet customer expectations. It determines if the project outputs do what they were intended to do. Those outputs need to comply with all applicable standards, requirements, regulations, and specifications. The process is performed to measure the completeness, compliance, and fitness for use of a product or service prior to user acceptance and final delivery. It is done by measuring all steps, attributes, and variables.

Key benefit: verifying that project deliverables and work meet the requirements specified by key stakeholders for final acceptance.

Frequency: throughout the project.

Process / Asset Group	Input	The process	Output	Process / Asset Group
Project Management Plan	Quality management plan	8.3 Control Quality	Work performance information	4.5 Monitor and Control Project Work
Project Documents	Lesson learned register		Change requests	4.6 Perform Integrated Change Control
	Quality metrics		Verified Deliverables	5.5 Validate Scope
	Test and evaluation documents		Quality management plan	Project Management Plan
4.3 Direct and Manage Project Work	Deliverables		Quality control measurements	Project Documents
	Work performance data		Issue log
4.6 Perform Integrated Change Control	Approved change requests		Lesson learned register
Enterprise / Organization	Enterprise environmental Factors		Risk register
	Organizational Process assets		Test and evaluate documents

8.3.1 Inputs

8.3.1.1 Project Management Plan

Quality management plan: how quality control will be performed.

8.3.1.2 Project Documents

Include:

• Lesson learned register.
• Quality metrics. Project/product attributes and how compliance will be verified to them.
• Test and evaluation documents.

8.3.1.3 Approved Change Requests

May include modifications such as

• Defect repairs,
• Revised work methods,
• Revised schedules.

8.3.1.4 Deliverables

Any unique and verifiable product, result, capability to perform a service that is required to be produced to complete a process, phase, project.

8.3.1.5 Work Performance Data

Data on product status such as observation, quality metrics, measurements for technical performance, project quality performance, cost performance.

8.3.1.6 Enterprise Environmental Factors

Include:

• Project management informational system.
• Government agency regulations.
• Rules, standards, guidelines.

8.3.1.7 Organizational Process Assets

Include:

• Quality standards and policies;
• Quality templates:
  • Check sheets,
  • Check lists,
  • Others.
• Issue and defect reporting procedures and communication policies.

8.3.2 Tools and Techniques

8.3.2.1 Data Gathering

Include:

• Checklists.
• Check sheets.
• Statistical sampling. Inspection of the part of the population.
• Questionnaires and Surveys. Customer satisfaction after the deployment.

8.3.2.2 Data Analysis

Include:

• Performance review.
• Root cause analysis (RCA).

8.3.2.3 Inspection

The examination of a work product to determine if it conform to documented standards. Include measurements. May be called:

• Reviews,
• Peer reviews,
• Audits,
• Walkthroughs.

8.3.2.4 Testing/Product Evaluations

The intent of testing is to find errors, defects, bugs, or other non-conformance problems. The type, amount, and extent of tests needed to evaluate each requirement are part of the project quality plan and depend on the nature of the project, time, budget, and other constraints. Tests can be performed throughout the project, as different components of the project become available, and at the end of the project on the final deliverables. Early testing helps identify non-conformance problems and helps reduce the cost of fixing the nonconforming components.

8.3.2.5 Data Representation

• Cause-and-effect diagrams.
• Control charts. To determine whether or not a process is stable or has predictable performance. Upper and lower level limits. The control limits are determined using standard statistical calculations and principles to ultimately establish the natural capability for a stable process.
• Histograms.
• Scatter diagrams.

8.3.2.6 Meetings

• Approved change requests review.
• Retrospectives/lesson learned.
  • Successful elements in the project/phase,
  • What could be improved,
  • What to incorporate in the ongoing project and what in future project,
  • What to add to the organization process assets.

8.3.3 Outputs

8.3.3.1 Quality Control Measurements

The documented results of Control Quality activities.

8.3.3.2 Verified Deliverables

8.3.3.3 Work Performance Information

• Project requirements fulfillment,
• Causes for rejections,
• Rework required,
• Recommendations for corrective actions,
• Lists of verified deliverables,
• Status of the quality metrics,
• The need for process adjustments.

8.3.3.4 Change Requests

8.3.3.5 Project Management Plan Updates

The organization's change control process via a change request.

8.3.3.6 Project Documents Updates

Include:

• Issue log.
• Lesson learned register.
• Risk register.
• Test and evaluation documents.

8.2 Manage Quality

Description: It is the process of translating the quality management plan into executable quality activities that incorporate the organization's quality policy into the project. It uses data and results from the Control Quality process to reflect overall quality status of the project to the stakeholders. Sometimes called quality assurance but Manage Quality has a broader definition than quality assurance. In project management quality assurance is on the processes used in the project. Quality Assurance is about using project processes effectively: assure stakeholder that the final product will meet their needs, expectations, requirements.

Manage Quality includes all the quality assurance activities + the product design aspects and process improvements. It implements a set of planned and systematic acts and processes defined withing the project's quality management plan that helps to:

• Design an optimal and mature product by implementing specific design guidelines that address specific aspects of the products,
• Build confidence that a future output will be completed in a manner that meets the specified requirements and expectations throughout quality assurance tools and techniques (quality audit and failure analysis),
• Confirm that the quality processes are used and the their use meets the quality objectives of the project,
• Improve the efficiency and effectiveness of processes and activities to achieve better results and performance and enhance stakeholders' satisfaction.

The organization's quality assurance department may be used to execute some organizational functions. Manage Quality is considered the work of everybody.

Key benefit: it increases the probability of meeting the quality objectives as well as identifying ineffective processes and causes of poor quality.

Frequency: throughout the project.

Process / Asset Group	Input	The Process	Output	Process / Asset Group
Project Management Plan	Quality management plan	8.2 Manage Quality	Change requests	4.6 Perform Integrated Change Control
Project Documents	Lesson learned register		Quality management plan	Project Management Plan
	Quality control measurements		Scope baseline
	Quality metrics		Schedule baseline
	Risk report		Cost baseline
Enterprise / Organization	Organizational process assets		Quality reports	Project documents
			Test and evaluation documents
			Issue log
			Lesson learned register
			Risk register

8.2.1 Inputs

8.2.1.1 Project Management Plan

Quality management plan: the acceptable level of project and product quality, how to ensure this level, what to do with nonconforming products, what corrective action to implement.

8.2.1.2 Project Documents

Include:

• Lesson learned register.
• Quality control measurements. Used to analyze and evaluate the quality of the processes and deliverables of the project against the standard of the performing organization or the specified requirements. Also used to evaluate the measurements itself.
• Quality metrics. The metrics are verified itself. They are used as a basis for the development of test scenarios for the project and its deliverables and for improvement initiatives.
• Risk reports. Used to identify sources of overall project risk.

8.2.1.3 Organizational Process Assets

Assets list:

• Organizational quality management system: policies, procedures, and guidelines;
• Quality templates: check sheets, traceability matrix, test plan, test documents, others;
• Results from previous audits;
• Lesson learned register.

8.2.2 Tools and Techniques

8.2.2.1 Data Gathering

Checklist: a structural tool, component-specific, used to verify that a set of required steps has been performed or to check if a list of requirements has been satisfied.

8.2.2.2 Data Analysis

Include:

• Alternatives analysis.
• Document analysis.
• Process analysis.
• Root cause analysis (RCA).

8.2.2.3 Decision Making

Multicriteria decision making: evaluation of several criteria when discussing alternatives that impact project or product quality. Project decision: choosing between different implementation scenarios or suppliers. Product decision: evaluating the life cycle cost, schedule, stakeholder satisfaction, risks.

8.2.2.4 Data Representation

Include:

• Affinity diagrams. To organize potential causes of defects into groups to show areas to be focused on the most.
• Cause-and-effect /Fishbone diagrams. It breaks down the causes of the problem statement identified into discrete branches to identify the main/root cause of the problem.
• Flowcharts. A series of steps that lead to a defect.
• Histograms.
• Matrix diagrams. Factor-objective relations.
• Scatter diagrams. Relations between two variables.

8.2.2.5 Audits

A structured, independent process to determine project compliance with organizational/project policies, processes, procedures. Usually conducted by a external team. Quality audit objectives:

• Identifying all good/best practices;
• Identifying all nonconformity, gaps, and shortcoming;
• Sharing good practices;
• Proactively offering assistance in a positive manner to improve the implementation of processes -> help to raise team productivity;
• Highlighting contribution of each audit in the lessons learned repository of the organization.

Quality audit can confirm the implementation of approved change requests.

8.2.2.6 Design for X

DfX - a set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design. DfX can control or even improve the product's final characteristics.

8.2.2.7 Problem Solving

It can include gathering additional information, critical thinking, creative, quantitative, logical approaches:

• Defining the problem;
• Identifying the root cause;
• Generate possible solutions;
• Choosing the best solution;
• Implementing the solution;
• Verifying solution effectiveness.

8.2.2.8 Quality Improvement Methods

Plan-Do-Check-Act, Six Sigma.

8.2.3 Outputs

8.2.3.1 Quality Reports

Can be graphical, numerical, qualitative. They are used by other departments. May include:

• Quality management issues escalated by the team;
• Recommendations for process, project, product improvements;
• Corrective actions recommendations;
• Summary.

8.2.3.2 Test and Evaluation Documents

Dedicated checklists, detailed requirements traceability matrices.

8.2.3.3 Change Requests

8.2.3.4 Project Management Plan Updates

Components that may requires a change request:

• Quality management plan.
• Scope baseline.
• Schedule baseline.
• Cost baseline.

8.2.3.5 Project Document Updates

• Issue log.
• Lesson learned register.
• Risk register.

8.1 Plan Quality Management

Definition: the process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/or standards.

Key benefit: it provides guidance and direction on how quality will be managed and verified throughout the project.

Frequency: once or at predefined points in the project.

Process/ Asset Group	Input	The Process	Outputs	Process/ Asset Group
4.1 Develop Project Charter	Project Charter	8.1 Plan Quality Management	Quality management plan	Project Management Plan
Project Management Plan	Requirements management plan		Risk management plan
	Risk management plan		Scope baseline
	Stakeholder management plan		Quality metrics	Project documents
	Scope baseline		Lesson learned register
Project Documents	Assumption log		Requirements traceability matrix
	Requirements documentation		Risk register
	Requirements traceability matrix		Stakeholder register
	Risk register
	Stakeholder register
Enterprise/ Organization	Enterprise environment factors
	Organizational process assets

8.1.1 Inputs

8.1.1.1 Project Charter

It provides high-level project description and product characteristics, approval requirements, project objectives, related success criteria.

8.1.1.2 Project Management Plan

• Requirements management plan. The approach for identifying, analyzing, and managing the requirements that the quality management plan and quality metrics will reference.
• Risk management plan. The approach for identifying, analyzing, and monitoring risks.
• Stakeholder engagement plan. The method for documenting the stakeholders' needs and expectations.
• Scope baseline. WBS -> for which objects quality management + the acceptance criteria.

8.1.1.3 Project Documents

• Assumption log. For quality requirements.
• Requirements documentation. Captures the requirements for the project and deliverables.
• Requirements traceability matrix. It links product requirements to deliverables -> ensure each requirement is tested.
• Risk register. It contains information on threats and opportunities.
• Stakeholder register. It helps to identify stakeholders who have a particular interest/impact on quality.

8.1.1.4 Enterprise Environmental Factors

Includes:

• Governmental agency regulations;
• Rules, standards, and guidance specific to the application area;
• Geographic distribution;
• Organizational structure;
• Marketplace conditions;
• Working or operating conditions of the project or its deliverables;
• Cultural perceptions.

8.1.1.5 Organizational Process Assets

Includes:

• Organizational quality management system:
  • Policies;
  • Procedures;
  • Guidelines;
• Quality templates such as check sheets, traceability matrix, others;
• Historical databases and lesson learned repository.

8.1.2 Tools and Techniques

8.1.2.1 Expert Judgement

Topics:

• Quality assurance;
• Quality control;
• Quality measurements;
• Quality improvements;
• Quality systems.

8.1.2.2 Data Gathering

Includes:

• Benchmarking. Comparing actual or planned project practices or the project quality standards to identify best practices, generate ideas for improvements, and provide a basis for measuring performance.
• Brainstorming. To gather data creatively from a group of team members or subject matter experts to develop the quality management plan.
• Interviews. To gather project and product quality needs and expectations, implicit and explicit, formal or informal.

8.1.2.3 Data Analysis

Include:

• Cost-benefit analysis. A financial analysis tool to estimate the strengths and weakness of alternatives in order to determine the best alternative. To determine if the planned quality activities are cost effective.
• Cost of quality COQ.
  • Prevention costs.
  • Appraisal costs. Costs related to evaluating, measuring, auditing, and testing.
  • Failure costs (internal/external).

8.1.2.4 Decision Making

Multicriteria decision analysis to identify the key issues and suitable alternatives to be prioritized as a set of decisions for implementation. Criteria are prioritized and weighed before being applied to all available alternatives to obtain a mathematical score for each alternative. The alternatives are then ranked by score.

8.1.2.5 Data Representation

• Flowcharts. The sequence of steps.
• Logical data models.
• Matrix diagrams.
• Mind mapping.

8.1.2.6 Test and Inspection Planning

The tests and inspections are industry dependent. Identify how to test/inspect the product, deliverables, how to meet the goal for the product's performance and reliability.

8.1.2.7 Meetings

8.1.3 Outputs

8.1.3.1 Quality Management Plan

It describes how applicable policies, procedures, guidelines will be implemented. Activities and resources for the project to achieve the quality objectives.

Formal/informal, detailed/broadly framed.

It should be reviewed early to ensure that decisions are based on accurate information.

Components:

• Quality standards that will be used by the project.
• Quality objectives;
• Quality roles and responsibility;
• Project deliverables and processes subject to quality review;
• Quality control and quality management activities planned for the project;
• Quality tools that will be used;
• Major procedures relevant for the project.

8.1.3.2 Quality Metrics

It specifically describes a project or product attribute and how the Control Quality will verify compliance to it (failure rate, number of defects, ...)

8.1.3.3 Project Management Plan Updates

Change control process.

Components:

• Risk management plan. Decisions on quality -> risks.
• Scope baseline. Quality management activities -> scope of work.

8.1.3.4 Project Documents Updates

• Lesson learned register.
• Requirements traceability matrix.
• Risk register.
• Stakeholder register.