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.