The document describes various inputs used in project management processes across the five process groups of initiating, planning, executing, monitoring and controlling, and closing. The major inputs include the project charter, requirements documentation, scope baseline, activity list, project schedule, cost estimates, quality metrics, risk register, and project management plan. These inputs guide the project processes and help generate required outputs.

1. Test_Tracker
Date Test Source Location | URL Score1 Score2 Score3
PMP Prep_v4.xlsx Page 1 of 57 PMP Prep_v4.xlsx

2. Test_Tracker
Date Test Source Location | URL Score1 Score2 Score3
PMP Prep_v4.xlsx Page 2 of 57 PMP Prep_v4.xlsx

3. Process_Groups-Knowledge_Areas
KNOWLEDGE AREAS INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING IPECAC
Project Integration Develop Project Charter Develop Project Management Plan Direct and Management Project Execution Monitor & Control Project Work Close Project or Phase
Management Perform Integrated Change Control
Project Scope Collect Requirements Verify Scope
Management Define Scope Control Scope
Create WBS
Project Time Management Define Activities Control Schedule
Sequence Activities
Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Project Cost Management Estimate Costs Control Costs
Determine Budget
Project Quality Plan Quality Perform Quality Assurance Perform Quality Control
Management
Project Human Resource Develop Human Resources Plan Acquire Project Team
Management Develop Project Team
Manage Project Team
Project Communications Identify Stakeholders Plan Communications Distribute Information Report Performance
Management Manage Stakeholder Expectations
Project Risk Management Plan Risk Management Monitor & Control Risks
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Project Procurement Plan Procurements Conduct Procurements Administer Procurements Close Procurements
Management
I Saw Two Crows Quietly Having Coffee and Reading Poetry
PMP Prep_v4.xlsx 3 of 57 1/7/2013

4. Process_Groups-Knowledge_Areas
KNOWLEDGE AREAS INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING TOTAL
Project Integration
1 1 1 2 1 6
Management
Project Scope
3 2 5
Management
Project Time Management
5 1 6
Project Cost Management
2 1 3
Project Quality
1 1 1 3
Management
Project Human Resource
1 3 4
Management
Project Communications
1 1 2 1 5
Management
Project Risk Management
5 1 6
Project Procurement
1 1 1 1 4
Management
TOTAL 2 20 8 10 2 42
PMP Prep_v4.xlsx 4 of 57 1/7/2013

5. Process_Groups-Knowledge_Areas
KNOWLEDGE AREAS INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING
Project Integration
Management
Project Scope
N/A N/A N/A
Management
Project Time Management
N/A N/A N/A
Project Cost Management
N/A N/A N/A
Project Quality
N/A N/A
Management
Project Human Resource
N/A N/A N/A
Management
Project Communications
N/A
Management
Project Risk Management
N/A N/A N/A
Project Procurement
N/A
Management
PMP Prep_v4.xlsx 5 of 57 1/7/2013

6. Process_Groups-Knowledge_Areas
PMP Prep_v4.xlsx 6 of 57 1/7/2013

7. Project Integration Management
Diagram is fully editable in Microsoft Visio
PMP Prep_v4.xlsx Page 7 of 57 PMP Prep_v4.xlsx

8. INPUTS - OUTPUTS
INPUTS PROCESS OUTPUTS PROCESS GROUP
Project Statement of Work (SOW) Develop Project Charter Project Charter
Business Case
Contract INITIATING
Enterprise Environmental Factors (EEF)
Organizational Process Assets (OPA)
Project Charter Identify Stakeholders Stakeholder Register
Procurement Documents Stakeholder Management Strategy
INITIATING
Enterprise Environmental Factors
Organizational Process Assets
Project Charter Develop Project Management Plan Project Management Plan (PMP)
Outputs from Planning Processes
PLANNING
Enterprise Environmental Factors
Organizational Process Assets
Project Charter Collect Requirements Requirements Documentation
Stakeholder Register Requirements Management Plan (RMP) PLANNING
Requirements Traceability Matrix (RTM)
Project Charter Define Scope Project Scope Statement
Requirements Documentation Project Document Updates PLANNING
Organizational Process Assets
Project Scope Statement Create WBS WBS
Requirements Documentation WBS Dictionary
PLANNING
Organizational Process Assets Scope Baseline
Project Document Updates
Scope Baseline Define Activities Activity List
Enterprise Environmental Factors Activity Attributes PLANNING
Organizational Process Assets Milestone List
Activity List Sequence Activities Project Schedule Network Diagrams
Activity Attributes Project Document Updates
Milestone List PLANNING
Project Scope Statement
Organizational Process Assets
PMP Prep_v4.xlsx 8 of 57 1/7/2013

9. INPUTS - OUTPUTS
INPUTS PROCESS OUTPUTS PROCESS GROUP
Activity List Estimate Activity Resources Activity Resource Requirements
Activity Attributes Resource Breakdown Structure
Resource Calendars Project Document Updates PLANNING
Enterprise Environmental Factors
Organizational Process Assets
Activity List Estimate Activity Duration Activity Duration Estimates
Activity Attributes Project Document Updates
Activity Resource Requirements
Resource Calendars PLANNING
Project Scope Statement
Enterprise Environmental Factors
Organizational Process Assets
Activity List Develop Schedule Project Schedule
Activity Attributes Schedule Baseline
Project Schedule Network Diagrams Project Document Updates
Activity Resource Requirements
Resource Calendars PLANNING
Activity Duration Estimates
Project Scope Statement
Enterprise Environmental Factors
Organizational Process Assets
Scope Baseline Estimate Costs Activity Cost Estimates
Project Schedule Basis of Estimates
Human Resource Plan Project Document Updates
PLANNING
Risk Register
Enterprise Environmental Factors
Organizational Process Assets
Activity Cost Estimates Determine Budget Cost Performance Baseline
Basis of Estimates Project Funding Requirements
Scope Baseline Project Document Updates
Project Schedule PLANNING
Resource Calendars
Contracts
Organizational Process Assets
PMP Prep_v4.xlsx 9 of 57 1/7/2013

10. INPUTS - OUTPUTS
INPUTS PROCESS OUTPUTS PROCESS GROUP
Scope Baseline Plan Quality Quality Management Plan
Stakeholder Register Quality Metrics
Cost Performance Baseline Quality Checklists
Schedule Baseline Process Improvement Plan PLANNING
Risk Register Project Document Updates
Enterprise Environmental Factors
Organizational Process Assets
Activity Resource Requirements Develop Human Resources Plan Human Resource Plan
Enterprise Environmental Factors PLANNING
Organizational Process Assets
Stakeholder Register Plan Communications Communications Management Plan
Stakeholder Management Strategy Project Document Updates
PLANNING
Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement Plan Risk Management Risk Management Plan (RMP)
Cost Management Plan
Schedule Management Plan
PLANNING
Communications Management Plan
Enterprise Environmental Factors
Organizational Process Assets
Risk Management Plan Identify Risks Risk Register
Activity Cost Estimates
Activity Duration Estimates
Scope Baseline
Stakeholder Register
Cost Management Plan PLANNING
Schedule Management Plan
Quality Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets
Risk Register Perform Qualitative Risk Analysis Risk Register Updates
Risk Management Plan
PLANNING
Project Scope Statement
Organizational Process Assets
PMP Prep_v4.xlsx 10 of 57 1/7/2013

11. INPUTS - OUTPUTS
INPUTS PROCESS OUTPUTS PROCESS GROUP
Risk Register Perform Quantitative Risk Analysis Risk Register Updates
Risk Management Plan
Cost Management Plan PLANNING
Schedule Management Plan
Organizational Process Assets
Risk Register Plan Risk Responses Risk Register Updates
Risk Management Plan Risk-related Contract Decisions
PLANNING
Project Management Plan Updates
Project Document Updates
Scope Baseline Plan Procurements Procurement Management Plan
Requirements Documentation Procurement Statements of Work (SOW)
Teaming Agreements Make or Buy Decisions
Risk Register Procurement Documents
Risk-related Contract Decisions Source Selection Criteria
Activity Resource Requirements Change Requests PLANNING
Project Schedule
Activity Cost Estimates
Cost Performance Baseline
Enterprise Environmental Factors
Organizational Process Assets
Project Management Plan Direct and Management Project Execution Deliverables
Approved Change Requests Work Performance Information
Enterprise Environmental Factors Change Requests EXECUTING
Organizational Process Assets Project Management Plan Updates
Project Document Updates
Project Management Plan Perform Quality Assurance Organizational Process Assets Updates
Quality Metrics Change Requests
EXECUTING
Work Performance Information Project Management Plan Updates
Quality Control Measurements Project Document Updates
Project Management Plan Acquire Project Team Project Staff Assignments
Enterprise Environmental Factors Resource Calendars EXECUTING
Organizational Process Assets Project Management Plan Updates
Project Staff Assignments Develop Project Team Team Performance Assessments
Project Management Plan Enterprise Environmental Factors Updates EXECUTING
Resource Calendars
PMP Prep_v4.xlsx 11 of 57 1/7/2013

12. INPUTS - OUTPUTS
INPUTS PROCESS OUTPUTS PROCESS GROUP
Project Staff Assignments Manage Project Team Enterprise Environmental Factors Updates
Project Management Plan Organizational Process Assets Updates
Team Performance Assessments Change Requests EXECUTING
Performance Reports Project Management Plan Updates
Organizational Process Assets
Project Management Plan Distribute Information Organizational Process Assets Updates
Performance Reports EXECUTING
Organizational Process Assets
Stakeholder Register Manage Stakeholder Expectations Organizational Process Assets Updates
Stakeholder Management Strategy Change Requests
Project Management Plan Project Management Plan Updates
EXECUTING
Issue Log Project Document Updates
Change Log
Organizational Process Assets
Project Management Plan Conduct Procurements Selected Sellers
Procurement Documents Procurement Contract Award
Source Selection Criteria Resource Calendar
Qualified Seller List Change Requests
Seller Proposals Project Management plan Updates EXECUTING
Project Documents Project Document Updates
Make or Buy Decisions
Teaming Agreements
Organizational Process Assets
Project Management Plan Monitor & Control Project Work Change Requests
Performance Reports Project Management Plan Updates
MONITORING & CONTROLLING
Enterprise Environmental Factors Project Document Updates
Organizational Process Assets
Project Management Plan Perform Integrated Change Control Change Requests Status Updates
Work Performance Information Project Management Plan Updates
Change Requests Project Document Updates MONITORING & CONTROLLING
Enterprise Environmental Factors
Organizational Process Assets
PMP Prep_v4.xlsx 12 of 57 1/7/2013

13. INPUTS - OUTPUTS
INPUTS PROCESS OUTPUTS PROCESS GROUP
Project Management Plan Verify Scope Accepted Deliverables
Requirements Documentation Change Requests
MONITORING & CONTROLLING
Requirements Traceability Matrix Project Document Updates
Validated Deliverables
Project Management Plan Control Scope Work Performance Measurements
Work Performance Information Organizational Process Assets Updates
Requirements Documentation Change Requests MONITORING & CONTROLLING
Requirements Traceability Matrix Project Management Plan Updates
Organizational Process Assets Project Document Updates
Project Management Plan Control Schedule Work Performance Measurements
Project Schedule Organizational Process Assets Updates
Work Performance Information Change Requests MONITORING & CONTROLLING
Organizational Process Assets Project Management Plan Updates
Project Document Updates
Project Management Plan Control Costs Work Performance Measurements
Project Funding Requirements Budget Forecasts
Work Performance Information Organizational Process Assets Updates
MONITORING & CONTROLLING
Organizational Process Assets Change Requests
Project Management Plan Updates
Project Document Updates
Project Management Plan Perform Quality Control Quality Control Measurements
Quality Metrics Validated Changes
Work Performance Measurements Validated Deliverables
Approved Change Requests Organizational Process Assets Updates MONITORING & CONTROLLING
Deliverables Change Requests
Organizational Process Assets Project Management Plan Updates
Project Document Updates
Project Management Plan Report Performance Performance Reports
Work Performance Information Organizational Process Assets Updates
Work Performance Measurements Change Requests MONITORING & CONTROLLING
Budget Forecasts
Organizational Process Assets
PMP Prep_v4.xlsx 13 of 57 1/7/2013

14. INPUTS - OUTPUTS
INPUTS PROCESS OUTPUTS PROCESS GROUP
Risk Register Monitor & Control Risks Risk Register Updates
Project Management Plan Organizational Process Assets Updates
Work Performance Information Change Requests MONITORING & CONTROLLING
Performance Reports Project Management Plan Updates
Project Document Updates
Procurement Documents Administer Procurements Procurement Documentation
Project Management Plan Organizational Process Assets Updates
Contract Change Requests
MONITORING & CONTROLLING
Performance Reports Project Management Plan Updates
Approved Change Requests
Work Performance Information
Project Management Plan Close Project or Phase Final Product, Service, or Result Transition
Accepted Deliverables Organizational Process Assets Updates CLOSING
Organizational Process Assets
Project Management Plan Close Procurements Closed Procurements
CLOSING
Procurement Documentation Organizational Process Assets Updates
PMP Prep_v4.xlsx 14 of 57 1/7/2013

15. Inputs-Definition
INPUTS DEFINITION
Accepted Deliverables Those criteria , including performance requirements and essential conditions, which must be met before project
deliverables are accepted [acceptance criteria].
Activity Attributes Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes
include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource
requirements, imposed dates, constraints, and assumptions.
Activity Cost Estimates A quantitative assessment of the likely costs for resources required to complete the activity.
Activity Duration Estimates A quantitative assessment of the likely number of work periods that will be required to complete an activity.
Activity List A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently
detailed scope of work description so project team members understands what work is to be performed.
Activity Resource Requirements The types and quantities of resources required for each activity in a work package. These requirements can then be
aggregated to determine the estimated resources for each work package. The amount of detail and the level of specificity
of the resource requirement descriptions can vary by application area.
Approved Change Requests The documented, authorized changes to expand or reduce project scope. The approved change requests can also modify
policies, the project management plan, procedures, costs, or budgets; or revise schedules. Approved change requests may
require implementation of preventive or corrective actions.
Basis of Estimates The amount and type of additional details supporting the cost estimate vary by application area; typically expressed as a
range (e.g., + 10%).
Budget Forecasts The approved estimate for the project or any work breakdown structure component or any schedule activity [budget].
Business Case The business case or similar document provides the necessary information from a business standpoint to determine
whether or not the project us worth the required investment. The business case is created as a result of one or more of
the following: market demand, organizational need, customer request, technological advance, legal requirement,
ecological impacts, or social need. In the case of multiphase projects, the business case may be periodically reviewed to
ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic
reviews of the business case by the sponsoring organization also helps to confirm that the project is still required.
Change Log A change log is used to document changes that occur during a project. These changes and their impact to the project in
terms of time, cost, and risk, must be communicated to the appropriate stakeholders.
Change Requests Requests to expand or reduce the project scope, modify policies, processes, plans, or procedures, modify costs or budgets,
or revise schedules.
PMP Prep_v4.xlsx 15 of 57 1/7/2013

16. Inputs-Definition
INPUTS DEFINITION
Communications Management Plan The document that describes: the communication needs and expectations for the project; how and in what format
information will be communicated; when and where each communication will be made; and who is responsible for
providing each type of communication. The communication management plan is contained in, or is a subsidiary plan of,
the project management plan .
Contract(s) A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result
and obligates the buyer to pay for it.
Cost Management Plan The document that sets out the format and establishes the activities and criteria for planning, structuring, and controlling
the project costs. The cost management plan is contained in, or is a subsidiary plan of, theproject management plan .
Cost Performance Baseline A specific version of the time-phased budget used to compare actual expenditures to planned expenditures to determine
if preventive or corrective action is needed to meet the project objectives.
Deliverable(s) Any unique and verifiable product, results, or capability to perform a service that must be produced to complete a
process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is
subject to approval by the project sponsor or customer. See alsoproduct and result .
Enterprise Environmental Factors (EEF) Any or all external environmental factors and internal organizational factors that surround or influence the project's
success. These factors are from any or all of the enterprises involved in the project, and include organizational culture and
structure, infrastructure, existing resources, commercial databases, market conditions, and project management
software.
Human Resource Plan A document describing how roles and responsibilities, reporting relationships, and staffing management will be
addressed and structured for the project. It is contained in or is a subsidiary plan of the project [management plan].
Issue Log An issue log or action item log can be used to document and monitor the resolution of issues. It can be used to facilitate
communication and ensure a common understanding of issues.
A point or matter in question or in dispute that is not settled and is under discussion or over which there are opposing
views or disagreements [issue].
Make or Buy Decisions Make-or-buy decisions document the conclusions reached regarding what project products, services, or results will be
acquired from outside the project organization, or will be performed internally by the project team.
Milestone List A significant point or event in the project [milestone].
PMP Prep_v4.xlsx 16 of 57 1/7/2013

17. Inputs-Definition
INPUTS DEFINITION
Organizational Process Assets (OPA) Any or all process related assets, from any or all of the organizations involved in the project that are or can be used to
influence the project's success. These process assets include formal and informal plans, policies, procedures, and
guidelines. The process assets also include the organizations' knowledge bases such as lessons learned and historical
information.
Outputs from Planning Processes A product, result, or service generated by a process. May be an input to a successor process [output].
Performance Reports Documents and presentations that provide organized and summarized work performance information, earned value
management parameters and calculations, and analyses of project work progress and status.
Procurement Documentation See Procurement Documents .
Procurement Documents The documents used in bid and proposal activities, which include the buyer's Invitation for Bid, Invitation for Negotiations,
Request for Information, Request for Quotation, Request for Proposal, and seller's responses.
Project Charter A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the
project manager with the authority to apply organizational resources to project activities.
Project Documents All documents and artifacts produced by the project team not otherwise included in the project management plan, or a
subsidiary management plan [inferred]. Project documents include but are not limited to: assumptions log, work
performance reports, earned value reports, network diagrams, baselines, and other project information proven to be
valuable in identifying risks.
Project Funding Requirements The total funds required [by project, phase, or incremental] are those included in the cost baseline, plus management
reserves.
Project Management Plan A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary
or detailed and may be composed of one or more subsidiary management plans and other planning documents.
Project Schedule The planned dates for performing schedule activities and the planned dates for meeting schedule milestones.
Project Schedule Network Diagrams Any schematic display of the logical relationships among the project schedule activities. Always drawn from left to right to
reflect project work chronology.
Project Scope Statement The narrative description of the project scope, including major deliverables, project assumptions, project constraints, and
a description of work, that provides a documented basis for making future project decisions and for confirming or
developing a common understanding of project scope among stakeholders.
Project Staff Assignments A list of the project team members. Project staff assignment documents identify the people who are on the team [faces
with spaces].
Project Statement of Work (SOW) A narrative description of products, services, or results to be supplied [Statement of Work (SOW)].
Qualified Seller List A listing of sellers who have been pre-screened for their qualifications and past experience, so that procurements are
directed to only those sellers who can perform on any resulting contracts.
PMP Prep_v4.xlsx 17 of 57 1/7/2013

18. Inputs-Definition
INPUTS DEFINITION
Quality Control Measurements Quality control measurements are the results of quality control activities. They are used to analyze and evaluate the
quality standards and processes of the performing organization.
Quality Management Plan The quality management plan describes how the project management team will implement the performing organization's
quality policy. The quality management plan is a component or subsidiary plan of the project management plan .
Quality Metrics A quality metric is an operational definition that describes, in very specific terms, a project or product attribute and how
the quality control process will measure it. A measurement is an actual value. The tolerance defines the allowable
variations on the metrics.
Requirements Documentation A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a
contract, standard, specification, or other formally imposed document. Requirements include the quantified and
documented needs, wants, and expectations of the sponsor, customer, and other stakeholders [requirement].
Requirements Traceability Matrix A table that links requirements to their origin and traces them throughout the project life cycle.
Resource Calendar(s) A calendar of working days and nonworking days that determines those dates on which each specific resource is idle or
can be active. Typically defines resource specific holidays and resource availability periods. See also project calendar .
Risk Management Plan The document describing how project risk management will be structured and performed on the project. It is contained in
or is a subsidiary plan of the project management plan. Information in the risk management plan varies by application
area and project size. The risk management plan is different from the risk register that contains the list of project risks,
the results of risk analysis, and the risk responses.
Risk Register The document containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response planning.
The risk register details all identified risks, including description, category, cause, probability of occurring, impact(s) on
objectives, proposed responses, owners, and current status.
Risk-related Contract Decisions Decisions to transfer risk, such as agreements for insurance, services, and other items as appropriate. This may happen as
a result of mitigating or transferring part or all of the threat or enhancing or sharing part or all of the opportunity. The
contract type selected also provides a mechanism for sharing the risks.
Schedule Baseline A specific version of the schedule model used to compare actual results to the plan to determine if preventive or
corrective action is needed to meet the project objectives.
Schedule Management Plan The document that establishes criteria and the activities for developing and controlling the project schedule. It is
contained in, or is a subsidiary plan of, the project management plan .
Scope Baseline An approved specific version of the detailed scope statement, work breakdown structure (WBS), and its associated WBS
dictionary.
PMP Prep_v4.xlsx 18 of 57 1/7/2013

19. Inputs-Definition
INPUTS DEFINITION
Seller Proposals Documents prepared in response to a procurement document package; forms the basic set of information that will be
used by an evaluation body to select one or more successful bidders (sellers).
Source Selection Criteria Source selection criteria can include information on the supplier's required capabilities, capacity, delivery dates, product
cost, life cycle cost, technical expertise, and the approach to the contract.
Stakeholder Management Strategy The stakeholder management strategy defines an approach to increase the support and minimize negative impacts of
stakeholders throughout the entire project life cycle. It includes elements such as: key stakeholders who can significantly
impact the project, level of participation in the project desired for each identified stakeholder, and stakeholder groups
and their management (as groups).
Person or organization (e.g., customer, sponsor, performing organization, or the public) that is actively involved in the
project, or whose interests may be positively or negatively affected by execution or completion of the project. A
stakeholder may also exert influence over the project and its deliverables [stakeholder].
Stakeholder Register The stakeholder register is used to identify stakeholders that can provide information on detailed project and product
requirements. This contains all details related to the identified stakeholders including, but not limited to: identification
information, assessment information, and stakeholder classification.
Team Performance Assessments The performance of a successful team is measured in terms of technical success according to agreed-upon project
objectives, performance on project schedule (finished on time), and performance on budget (finished within financial
constraints). The evaluation of a team's effectiveness may include indicators such as: improvements on skills that allow
individuals to perform assignments more effectively, improvements in competencies that help the team 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.
Teaming Agreements Teaming agreements are legal contractual agreements between two or more entities to form a partnership or joint
venture, or some other arrangement as defined by the parties. Whenever the new business opportunity ends, the
teaming agreement also ends,
Validated Deliverables The assurance that a product, service, or system meets the needs of the customer and other identified stakeholders. It
often involves acceptance and suitability with external customers. Contrast with verification [validation ].
Work Breakdown Structure (WBS) A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the
project objectives and create the required deliverables. It organizes and defines the total scope of the project.
PMP Prep_v4.xlsx 19 of 57 1/7/2013

20. Inputs-Definition
INPUTS DEFINITION
Work Performance Information Information and data, on the status of the project schedule activities being performed to accomplish the project work,
collected as part of the direct and manage project execution processes. Information includes: status of deliverables;
implementation status for change requests, corrective actions, preventive actions, and defect repairs; forecasted
estimates to complete; reported percent of work physically completed; achieved value of technical performance
measures; start and finish dates of schedule activities.
Work Performance Measurements Measurements can include planned versus actual technical performance or other scope performance information. This
information is documented and communicated to stakeholders. Work performance information is used to generate
project activity metrics to evaluate actual progress compared to planned progress. The metrics include, but are not
limited to: planned versus actual schedule performance, planned versus actual cost performance, and planned versus
actual technical performance.
PMP Prep_v4.xlsx 20 of 57 1/7/2013

21. Outputs-Definition
OUTPUTS DEFINITION
Accepted Deliverables Those criteria , including performance requirements and essential conditions, which must be met before project
deliverables are accepted [acceptance criteria].
Activity Attributes Multiple attributes associated with each schedule activity that can be included within the activity list. Activity
attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags,
resource requirements, imposed dates, constraints, and assumptions.
Activity Cost Estimates A quantitative assessment of the likely costs for resources required to complete the activity.
Activity Duration Estimates A quantitative assessment of the likely number of work periods that will be required to complete an activity.
Activity List A documented tabulation of schedule activities that shows the activity description, activity identifier, and a
sufficiently detailed scope of work description so project team members understands what work is to be
performed.
Activity Resource Requirements The types and quantities of resources required for each activity in a work package. These requirements can then
be aggregated to determine the estimated resources for each work package. The amount of detail and the level
of specificity of the resource requirement descriptions can vary by application area.
Basis of Estimates The amount and type of additional details supporting the cost estimate vary by application area; typically
expressed as a range (e.g., + 10%).
Budget Forecasts The approved estimate for the project or any work breakdown structure component or any schedule activity
[budget].
Change Requests Requests to expand or reduce the project scope, modify policies, processes, plans, or procedures, modify costs or
budgets, or revise schedules.
Change Requests Status Updates Approved, rejected, or other tracking of change requests in the project management information system or
integrated change control process, management, or system.
Closed Procurements The process of completing each project procurement (i.e., contracts)
Communications Management Plan The document that describes: the communication needs and expectations for the project; how and in what
format information will be communicated; when and where each communication will be made; and who is
responsible for providing each type of communication. The communication management plan is contained in, or
is a subsidiary plan of, the project management plan .
Cost Performance Baseline A specific version of the time-phased budget used to compare actual expenditures to planned expenditures to
determine if preventive or corrective action is needed to meet the project objectives.
PMP Prep_v4.xlsx 21 of 57 1/7/2013

22. Outputs-Definition
OUTPUTS DEFINITION
Deliverables Any unique and verifiable product, results, or capability to perform a service that must be produced to complete
a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a
deliverable that is subject to approval by the project sponsor or customer. See alsoproduct and result .
Enterprise Environmental Factors Updates Any or all external environmental factors and internal organizational factors that surround or influence the
project's success. These factors are from any or all of the enterprises involved in the project, and include
organizational culture and structure, infrastructure, existing resources, commercial databases, market
conditions, and project management software.
Final Product, Service, or Result Transition The result(s) of the project or phase transferred to either a customer or operations
Human Resource Plan A document describing how roles and responsibilities, reporting relationships, and staffing management will be
addressed and structured for the project. It is contained in or is a subsidiary plan of the project [management
plan].
Make or Buy Decisions Make-or-buy decisions document the conclusions reached regarding what project products, services, or results
will be acquired from outside the project organization, or will be performed internally by the project team.
Milestone List A significant point or event in the project [milestone].
Organizational Process Assets Updates Any or all process related assets, from any or all of the organizations involved in the project that are or can be
used to influence the project's success. These process assets include formal and informal plans, policies,
procedures, and guidelines. The process assets also include the organizations' knowledge bases such as lessons
learned and historical information.
Performance Reports Documents and presentations that provide organized and summarized work performance information, earned
value management parameters and calculations, and analyses of project work progress and status.
Process Improvement Plan A document that describes the process(es) that will be analyzed, the tools that will be used, the metrics that will
be applied to measure the steps in the process, and the targets for improvement. Process improvement plans
can be developed for an entire end-to-end process.
Procurement Contract Award
After all the negotiations have been finalized, a seller is selected and the procurement contract is awarded.
Procurement Documentation All the records, communications, invoices, change requests, status reports, and so forth created by a
procurement. Almost any interaction between the buyer and the seller results in some kind of procurement
documentation.
PMP Prep_v4.xlsx 22 of 57 1/7/2013

23. Outputs-Definition
OUTPUTS DEFINITION
Procurement Documents All documents and artifacts produced by the project team not otherwise included in the project management
plan, or a subsidiary management plan [inferred]. Project documents include but are not limited to: assumptions
log, work performance reports, earned value reports, network diagrams, baselines, and other project
information proven to be valuable in identifying risks.
Procurement Management Plan A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a
summary or detailed and may be composed of one or more subsidiary management plans and other planning
documents.
Procurement Statements of Work (SOW) A narrative description of products, services, or results to be supplied [Statement of Work (SOW)].
Project Charter A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and
provides the project manager with the authority to apply organizational resources to project activities.
Project Document Updates All documents and artifacts produced by the project team not otherwise included in the project management
plan, or a subsidiary management plan [inferred]. Project documents include but are not limited to: assumptions
log, work performance reports, earned value reports, network diagrams, baselines, and other project
information proven to be valuable in identifying risks.
Project Funding Requirements The total funds required [by project, phase, or incremental] are those included in the cost baseline, plus
management reserves.
Project Management Plan (PMP) A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a
summary or detailed and may be composed of one or more subsidiary management plans and other planning
documents.
Project Management Plan Updates A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a
summary or detailed and may be composed of one or more subsidiary management plans and other planning
documents [ Project Management Plan].
Project Schedule The planned dates for performing schedule activities and the planned dates for meeting schedule milestones.
Project Schedule Network Diagrams Any schematic display of the logical relationships among the project schedule activities. Always drawn from left
to right to reflect project work chronology.
Project Scope Statement The narrative description of the project scope, including major deliverables, project assumptions, project
constraints, and a description of work, that provides a documented basis for making future project decisions and
for confirming or developing a common understanding of project scope among stakeholders.
Project Staff Assignments A list of the project team members. Project staff assignment documents identify the people who are on the team
[faces with spaces].
PMP Prep_v4.xlsx 23 of 57 1/7/2013

24. Outputs-Definition
OUTPUTS DEFINITION
Quality Checklists A formal or informal document applied to ensure that a series of steps or a specified set of actions has been
performed.
Quality Control Measurements The results of applying the quality metrics to the deliverables and project performance as outlined in the quality
management plan.
Quality Management Plan A component or subsidiary plan of the overall project management plan. It documents the approach for quality
assurance, quality control, quality improvement, and process improvement. It can define which quality tools will
be used, how they will be used, when they will be used, and the quality metrics that will be used with them to
report on quality.
Quality Metrics A metric is a standard of measurement. Quality metrics are specific measurements that describe in detail an
attribute that will be measured and the numeric value or tolerance that the result needs to fall within to be
acceptable.
Requirements Documentation Requirements documents recorded in a document, a spreadsheet, or a database format. Regardless of the
amount of documentation and the vehicle used to document, all requirements need to be clear, unambiguous,
have a method to prove they are present, and be internally consistent.
Requirements Management Plan (RMP) A component or subsidiary plan of the overall project management plan. It documents the approach for quality
assurance, quality control, quality improvement, and process improvement. It can define which quality tools will
be used, how they will be used, w
Requirements Traceability Matrix (RTM) A table that links requirements to their origin and traces them throughout the project life cycle.
Resource Breakdown Structure A hiercharchical structure of resources by resource category and resource type used in resource leveling
schedules and to develop resource-limited schedules, and which may be used to identify and analyze project
human resource assignments.
Resource Calendar A calendar of working days and nonworking days that determines those dates on which each specific resource is
idle or can be active. Typically defines resource specific holidays and resource availability periods. See also
project calendar .
Risk Management Plan (RMP) The document describing how project risk management will be structured and performed on the project. It is
contained in or is a subsidiary plan of the project management plan. Information in the risk management plan
varies by application area and project size. The risk management plan is different from the risk register that
contains the list of project risks, the results of risk analysis, and the risk responses.
Risk Register The document containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response
planning. The risk register details all identified risks, including description, category, cause, probability of
occurring, impact(s) on objectives, proposed responses, owners, and current status.
PMP Prep_v4.xlsx 24 of 57 1/7/2013

25. Outputs-Definition
OUTPUTS DEFINITION
Risk Register Updates Applied changes to the risk register .
Risk-related Contract Decisions Where threats are transferred or opportunities shared the team communicates and documentsrisk-related
contract decisions including the type of contract used.
Schedule Baseline A specific version of the schedule model used to compare actual results to the plan to determine if preventive or
corrective action is needed to meet the project objectives.
Scope Baseline An approved specific version of the detailed scope statement, work breakdown structure (WBS), and its
associated WBS dictionary.
Selected Sellers The sellers selected are those sellers who have been judged to be in a competitive range based upon the
outcome of the proposal or bid evaluation, and who have negotiateda a draft contract that will become the
actual contract when an award is made.
Seller : a provider or supplier of products, services, or results to an organization.
Source Selection Criteria Source selection criteria can include information on the supplier's required capabilities, capacity, delivery dates,
product cost, life cycle cost, technical expertise, and the approach to the contract.
Stakeholder Management Strategy The stakeholder management strategy defines an approach to increase the support and minimize negative
impacts of stakeholders throughout the entire project life cycle. It includes elements such as: key stakeholders
who can significantly impact the project, level of participation in the project desired for each identified
stakeholder, and stakeholder groups and their management (as groups).
Person or organization (e.g., customer, sponsor, performing organization, or the public) that is actively involved
in the project, or whose interests may be positively or negatively affected by execution or completion of the
project. A stakeholder may also exert influence over the project and its deliverables [stakeholder].
Stakeholder Register The stakeholder register is used to identify stakeholders that can provide information on detailed project and
product requirements. This contains all details related to the identified stakeholders including, but not limited to:
identification information, assessment information, and stakeholder classification.
Team Performance Assessments The performance of a successful team is measured in terms of technical success according to agreed-upon
project objectives, performance on project schedule (finished on time), and performance on budget (finished
within financial constraints). The evaluation of a team's effectiveness may include indicators such as:
improvements on skills that allow individuals to perform assignments more effectively, improvements in
competencies that help the team 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.
PMP Prep_v4.xlsx 25 of 57 1/7/2013

26. Outputs-Definition
OUTPUTS DEFINITION
Validated Changes Any changed or repaired items are inspected and will be either accepted or rejected before notification of the
decision is provided. Rejected items may require rework.
Validated Deliverables The assurance that a product, service, or system meets the needs of the customer and other identified
stakeholders. It often involves acceptance and suitability with external customers. Contrast with verification
[validation ].
WBS A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish
the project objectives and create the required deliverables. It organizes and defines the total scope of the
project.
WBS Dictionary
A document that describes each component in the work breakdown structure (WBS). For each WBS component,
the WBS dictionary includes a brief definition of the scope or statement of work, defined deliverable(s), a list of
associated activities, and a list of milestones. Other information may include: responsible organization, start and
end dates, resources required, an estimate of cost, change number, contract information, quality requirements,
and technical references to facilitate performance of the work.
Work Performance Information Information and data, on the status of the project schedule activities being performed to accomplish the project
work, collected as part of the direct and manage project execution processes. Information includes: status of
deliverables; implementation status for change requests, corrective actions, preventive actions, and defect
repairs; forecasted estimates to complete; reported percent of work physically completed; achieved value of
technical performance measures; start and finish dates of schedule activities.
Work Performance Measurements Measurements can include planned versus actual technical performance or other scope performance
information. This information is documented and communicated to stakeholders. Work performance
information is used to generate project activity metrics to evaluate actual progress compared to planned
progress. The metrics include, but are not limited to: planned versus actual schedule performance, planned
versus actual cost performance, and planned versus actual technical performance.
PMP Prep_v4.xlsx 26 of 57 1/7/2013

27. TOOLS - TECHNIQUES
KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUES
Project Integration Management Develop Project Charter Expert Judgment
Project Integration Management Develop Project Management Plan Expert Judgment
Project Integration Management Direct and Management Project Execution Expert Judgment
Project Management Information System (PMIS)
Project Integration Management Monitor & Control Project Work Expert Judgment
Project Integration Management Perform Integrated Change Control Expert Judgment
Change Control Meetings
Project Integration Management Close Project or Phase Expert judgment
Project Scope Management Collect Requirements Interviews
Focus Groups
Facilitated Workshops
Group Creativity Techniques
Group Decision Making Techniques
Questionnaires and Surveys
Observations
Prototypes
Project Scope Management Define Scope Expert Judgment
Product Analysis
Alternatives Identification
Facilitated Workshops
Project Scope Management Create WBS Decomposition
Project Scope Management Verify Scope Inspection
Project Scope Management Control Scope Variance Analysis
Project Time Management Define Activities Decomposition
Rolling Wave Planning
Templates
Expert Judgment
Project Time Management Sequence Activities Precedence Diagramming Method (PDM)
Dependency Determination
Activity Leads and Lags
Schedule Network Templates
PMP Prep_v4.xlsx 27 of 57 1/7/2013

28. TOOLS - TECHNIQUES
KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUES
Project Time Management Estimate Activity Resources Expert Judgment
Alternatives Analysis
Published Estimating Data
Bottom-Up Estimating
Project Management Software
Project Time Management Estimate Activity Duration Expert Judgment
Analogous Estimating
Parametric Estimating
Three-Point Estimates
Reserve Analysis
Project Time Management Develop Schedule Schedule Network Analysis
Critical Path Method (CPM)
Critical Chain Method
Resource Leveling
What-If Scenario Analysis
Applying Leads and Lags
Schedule Compression
Scheduling Tool
Project Time Management Control Schedule Performance Reviews
Variance Analysis
Project Management Software
Resource Leveling
What-If Scenario Analysis
Adjusting Leads and Lags
Schedule Compression
Scheduling Tool
PMP Prep_v4.xlsx 28 of 57 1/7/2013

29. TOOLS - TECHNIQUES
KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUES
Project Cost Management Estimate Costs Expert Judgment
Analogous Estimating
Parametric Estimating
Bottom-Up Estimating
Three-Point Estimates
Reserve Analysis
Cost of Quality
Project Management Estimating Software
Vendor Bid Analysis
Project Cost Management Determine Budget Cost Aggregation
Reserve Analysis
Expert Judgment
Historical Relationships
Funding Limit Reconciliation
Project Cost Management Control Costs Earned Value Management
Forecasting
To-Complete Performance Index (TCPI)
Performance Reviews
Variance Analysis
Project Management Software
Project Quality Management Plan Quality Cost-Benefit Analysis
Cost of Quality
Control Charts
Benchmarking
Design of Experiments
Statistical Sampling
Flowcharting
Proprietary Quality Management Methodologies
Additional Quality Planning Tools
Project Quality Management Perform Quality Assurance
Plan Quality and Perform Quality Control Tools and Techniques
Quality Audits
Process Analysis
PMP Prep_v4.xlsx 29 of 57 1/7/2013

30. TOOLS - TECHNIQUES
KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUES
Project Quality Management Perform Quality Control Cause and Effect Diagrams
Control Charts
Flowcharting
Histograms
Pareto Chart
Run Chart
Scatter Diagram
Statistical Sampling
Inspection
Approved Change Requests Review
Project Human Resource Management Develop Human Resources Plan Organization Charts and Position Descriptions
Networking
Organizational Theory
Project Human Resource Management Acquire Project Team Pre-Assignment
Negotiation
Acquisition
Virtual Teams
Project Human Resource Management Develop Project Team Interpersonal Skills
Training
Team-Building Activities
Ground Rules
Co-Location
Recognition and Awards
Project Human Resource Management Manage Project Team Observation and Conversation
Project Performance Appraisals
Conflict Management
Issue Log
Interpersonal Skills
Project Communications Management Identify Stakeholders Stakeholder Analysis
Expert Judgment
PMP Prep_v4.xlsx 30 of 57 1/7/2013

31. TOOLS - TECHNIQUES
KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUES
Project Communications Management Plan Communications Communication Requirements Analysis
Communication Technology
Communication Models
Communication Methods
Project Communications Management Distribute Information Communication Methods
Information Distribution Tools
Project Communications Management Manage Stakeholder Expectations Communication Methods
Interpersonal Skills
Management Skills
Project Communications Management Report Performance Variance Analysis
Forecasting Methods
Communication Methods
Reporting Systems
Project Risk Management Plan Risk Management Planning Meetings and Analysis
Project Risk Management Identify Risks Documentation Reviews
Information Gathering Techniques
Checklist Analysis
Assumptions Analysis
Diagramming Techniques
SWOT Analysis
Expert Judgment
Project Risk Management Perform Qualitative Risk Analysis Risk Probability and Impact Assessment
Probability and Impact Matrix
Risk Data Quality Assessment
Risk Categorization
Risk Urgency Assessment
Expert Judgment
Project Risk Management Perform Quantitative Risk Analysis Data Gathering and Representation Techniques
Quantitative Risk Analysis and Modeling Techniques
Expert Judgment
PMP Prep_v4.xlsx 31 of 57 1/7/2013

32. TOOLS - TECHNIQUES
KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUES
Project Risk Management Plan Risk Responses Strategies for Negative Risks or Threats
Strategies for Positive Risks or Opportunities
Contingent Response Strategies
Expert Judgment
Project Risk Management Monitor & Control Risks Risk Reassessment
Risk Audits
Variance and Trend Analysis
Technical Performance Measurement
Reserve Analysis
Status Meetings
Project Procurement Management Plan Procurements Make-or-Buy Analysis
Expert Judgment
Contract Types
Project Procurement Management Conduct Procurements Bidder Conferences
Proposal Evaluation Techniques
Independent Estimates
Expert Judgment
Advertising
Internet Search
Procurement Negotiations
Project Procurement Management Administer Procurements Contract Change Control System
Procurement Performance Reviews
Inspections and Audits
Performance Reporting
Payment Systems
Claims Administration
Records Management System
Project Procurement Management Close Procurements Procurement Audits
Negotiated Settlements
Records Management System
PMP Prep_v4.xlsx 32 of 57 1/7/2013

33. Tools-Techniques_Definitions
TOOLS & TECHNIQUES DEFINITION
Acquisition Used to fill in the gaps in skills and availability of resources - primarily referred to human
resources or procurements.
Activity Leads and Lags
Additional Quality Planning Tools
Adjusting Leads and Lags
Advertising
Alternatives Analysis
Alternatives Identification
Analogous Estimating
Applying Leads and Lags
Approved Change Requests Review
Assumptions Analysis
Benchmarking
Bidder Conferences
Bottom-Up Estimating
Cause and Effect Diagrams
Change Control Meetings
Checklist Analysis
Claims Administration
Co-Location
Communication Methods
Communication Models
Communication Requirements Analysis
Communication Technology
Conflict Management
Contingent Response Strategies
Contract Change Control System
Contract Types
Control Charts
Cost Aggregation
Cost of Quality
Cost-Benfit Analysis
Critical Chain Method
PMP Prep_v4.xlsx 33 of 57 1/7/2013

34. Tools-Techniques_Definitions
TOOLS & TECHNIQUES DEFINITION
Critical Path Method (CPM)
Data Gathering and Representation Techniques
Decomposition
Dependency Determination
Design of Experiments
Diagramming Techniques
Documentation Reviews
Earned Value Management
Expert Judgment
Facilitated Workshops
Flowcharting
Focus Groups
Forecasting
Forecasting Methods
Funding Limit Reconcilliation
Ground Rules
Group Creativity Techniques
Group Decision Making Techniques
Histograms
Historical Relationships
Independent Estimates
Information Distribution Tools
Information Gathering Techniques
Inspection
Inspections and Audits
Internet Search
Interpersonal Skills
Interviews
Issue Log
Make-or-Buy Analysis
Management Skills
Negotiated Settlements
Negotiation
PMP Prep_v4.xlsx 34 of 57 1/7/2013

35. Tools-Techniques_Definitions
TOOLS & TECHNIQUES DEFINITION
Networking
Observation and Conversation
Observations
Organization Charts and Position Descriptions
Organizational Theory
Parametric Estimating
Pareto Chart
Payment Systems
Performance Reporting
Performance Reviews
Plan Quality and Perform Quality Control Tools and Techniques
Planning Meetings and Analysis
Pre-Assignment
Precedence Diagramming Method (PDM)
Probability and Impact Matrix
Process Analysis
Procurement Audits
Procurement Negotiations
Procurement Performance Reviews
Product Analysis
Project Management Estimating Software
Project Management Information System (PMIS)
Project Management Software
Project Performance Appraisals
Proposal Evaluation Techniques
Proprietary Quality Management Methodologies
Prototypes
Published Estimating Data
Quality Audits
Quantitative Risk Analysis and Modeling Techniques
Questionnaires and Surveys
Recognition and Awards
Records Management System
PMP Prep_v4.xlsx 35 of 57 1/7/2013

36. Tools-Techniques_Definitions
TOOLS & TECHNIQUES DEFINITION
Reporting Systems
Reserve Analysis
Resource Leveling
Risk Audits
Risk Categorization
Risk Data Quality Assessment
Risk Probability and Impact Assessment
Risk Reassessment
Risk Urgency Assessment
Rolling Wave Planning
Run Chart
Scatter Diagram
Schedule Compression
Schedule Network Analysis
Schedule Network Templates
Scheduling Tool
Stakeholder Analysis
Statistical Sampling
Status Meetings
Strategies for Negative Risks or Threats
Strategies for Positive Risks or Opportunities
SWOT Analysis
Team-Building Activities
Technical Performance Measurement
Templates
Three-Point Estimates
To-Complete Performance Index (TCPI)
Training
Variance Analysis
Variance and Trend Analysis
Vendor Bid Analysis
Virtual Teams
What-If Scenario Analysis
PMP Prep_v4.xlsx 36 of 57 1/7/2013

37. Initiating
KNOWLEDGE AREAS INITIATING
Project Integration Management Develop Project Charter
Project Communications Management Identify Stakeholders
PMP Prep_v4.xlsx 37 of 57 1/7/2013