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(Resource Management Plan)
The resource management plan 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.

(Define Scope: Outputs)
Outputs from the Define Scope process are as follows:
.1 Project scope statement
.2 Project document updates
• Assumption log,
• Requirements documentation,
• Requirements traceability matrix, and
• Stakeholder register.

Governance is the framework within which authority is exercised in organizations. This framework includes, but is not limited to:
• Rules,
• Policies,
• Procedures,
• Norms,
• Relationships,
• Systems, and
• Processes.

This framework influences how:
• Objectives of the organization are set and achieved,
• Risk is monitored and assessed, and
• Performance is optimized.

Specific techniques are low-level details not usually specified by governance.

(Estimate Costs)
Costs are estimated for all resources that will be charged to the project. This includes, but is not limited to, labor, materials, equipment, services, and facilities, as well as special categories such as an inflation allowance, cost of financing, or contingency costs. A cost estimate is a quantitative assessment of the likely costs for resources required to complete the activity. Cost estimates may be presented at the activity level or in summary form.

(Interpersonal and Team Skills)
There are five general techniques for resolving conflict, each of which has its place and use:
• Withdraw/avoid. Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others.
• Smooth/accommodate. Emphasizing areas of agreement rather than areas of difference; conceding one's position to the needs of others to maintain harmony and relationships.
• Compromise/reconcile. Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This approach occasionally results in a lose–lose situation.
• Force/direct. Pushing one's viewpoint at the expense of others; offering only win–lose solutions, usually enforced through a power position to resolve an emergency. This approach often results in a win–lose situation.
• Collaborate/problem solve. Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can result in a win–win situation.

Key concepts for Project Risk Management include the following:
• All projects are risky. Organizations choose to take project risk in order to create value, while balancing risk and reward.
• Project Risk Management aims to identify and manage risks that are not covered by other project management processes.
• Risk exists at two levels within every project: Individual project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. Overall project risk is the effect of uncertainty on the project as a whole, arising from all sources of uncertainty, including individual risks, representing the exposure of stakeholders to the implications of variations in project outcome, both positive and negative. Project Risk Management processes address both levels of risk in projects.
• Individual project risks can have a positive or negative effect on project objectives if they occur. Overall project risk can also be positive or negative.
• Risks will continue to emerge during the lifetime of the project, so Project Risk Management processes should be conducted iteratively.
• In order to manage risk effectively on a particular project, the project team needs to know what level of risk exposure is acceptable in pursuit of project objectives. This is defined by measurable risk thresholds that reflect the risk appetite of the organization and project stakeholders.

(Three-Point Estimating)
The accuracy of single-point duration estimates may be improved by considering estimation uncertainty and risk. Using three-point estimates helps define an approximate range for an activity's duration:
• Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions.
• Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity.
• Pessimistic (tP). The duration based on analysis of the worst-case scenario for the activity.

Depending on the assumed distribution of values within the range of the three estimates, the expected duration, tE, can be calculated. One commonly used formula is triangular distribution: tE = (tO + tM + tP) / 3. Triangular distribution is used when there are insufficient historical data or when using judgmental data. Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.

Basis of estimates. Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels.

(Estimate Activity Resources: Inputs)
.1 Project management plan
.2 Project documents
.3 Enterprise environmental factors
.4 Organizational process assets

Work breakdown structure (WBS). A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.

(Manage Stakeholder Engagement)
Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders. This process is performed throughout the project.

(Project Quality Management)
• Stakeholder engagement. Is there a collaborative environment with stakeholders and suppliers?
• Policy compliance and auditing. What quality policies and procedures exist in the organization? What quality tools, techniques, and templates are used in the organization?
• Project complexity, uncertainty, product novelty. These are important concepts in project management; however, they are not typically tailored.
• Standards and regulatory compliance. Are there any specific quality standards in the industry that need to be applied? Are there any specific governmental, legal, or regulatory constraints that need to be taken into consideration?

(Data Representation)
Data representation techniques that can be used for this process include, but are not limited to:
• Control charts. Control charts are used to determine whether or not a process is stable or has predictable performance. Upper and lower specification limits are based on the requirements and reflect the maximum and minimum values allowed. Upper and lower control limits are different from specification limits. The control limits are determined using standard statistical calculations and principles to ultimately establish the natural capability for a stable process. The project manager and appropriate stakeholders may use the statistically calculated control limits to identify the points at which corrective action will be taken to prevent performance that remains outside the control limits. Control charts can be used to monitor various types of output variables. Although used most frequently to track repetitive activities required for producing manufactured lots, control charts may also be used to monitor cost and schedule variances, volume, frequency of scope changes, or other management results to help determine if the project management processes are in control.

(Data Representation)
Responsibility Assignment Matrix (RAM). An example of a matrix-based chart is a responsibility assignment matrix (RAM) that 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. On larger projects, RAMs can be developed at various levels. For example, a high- level RAM can define the responsibilities of a project team, group, or unit within each component of the WBS. Lower-level RAMs are used within the group to designate roles, responsibilities, and levels of authority for specific activities. 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. One example of a RAM is a RACI (responsible, accountable, consult, and inform) chart.

A RACI chart is a useful tool to use to ensure clear assignment of roles and responsibilities when the team consists of internal and external resources.

(Strategies for Threats)
Transfer involves shifting ownership of a threat to a third party to manage the risk and bear the impact if the threat occurs. Risk transfer often involves payment of a risk premium to the party taking on the threat. Transfer can be achieved by a range of actions, which include, but are not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Agreements may be used to transfer ownership and liability for specified risks to another party.

Risk transference is a risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response. Transferring the risk simply gives another party responsibility for its management—it does not eliminate it. Transferring does not mean disowning the risk by transferring it to a later project or another person without his or her knowledge or agreement.

Risk transference nearly always involves payment of a risk premium to the party taking on the risk. Transferring liability for risk is most effective in dealing with financial risk exposure. Transference tools can be quite diverse and include, but are not limited to, the use of insurance, performance bonds, warranties, guarantees, etc.

Contracts or agreements may be used to transfer liability for specified risks to another party. For example, when a buyer has capabilities that the seller does not possess, it may be prudent to transfer some work and its concurrent risk contractually back to the buyer. In many cases, use of a cost-plus contract may transfer the cost risk to the buyer, while a fixed-price contract may transfer risk to the seller.

(Cost Management Plan)
The cost management plan is a component of the project management plan and describes how the project costs will be planned, structured, and controlled. The cost management processes and their associated tools and techniques are documented in the cost management plan.

For example, the cost management plan can establish the following:
• Units of measure. Each unit used in measurements (such as staff hours, staff days, or weeks for time measures; meters, liters, tons, kilometers, or cubic yards for quantity measures; or lump sum in currency form) is defined for each of the resources.
• Level of precision. The degree to which activity cost estimates will be rounded up or down (e.g., US$100.49 to US$100, or US$995.59 to US$1,000), based on the scope of the activities and magnitude of the project.
• Level of accuracy. The acceptable range (e.g., ±10%) used in determining realistic activity cost estimates is specified, and may include an amount for contingencies.
• Organizational procedures links...
• Control thresholds. Variance thresholds for monitoring cost performance may be specified to indicate an agreed-upon amount of variation to be allowed before some action needs to be taken. Thresholds are typically expressed as percentage deviations from the baseline plan.
• Rules of performance measurement...
• Reporting formats...
• Process descriptions...
• Additional details...

Analogous estimating. A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.

The Plan Procurement Management process has the following inputs:
• Project charter
• Business documents
- Business case
- Benefits management plan
• Project management plan
- Scope management plan
- Quality management plan
- Resource management plan
- Scope baseline
• Project documents
- Milestone list
- Project team assignments
- Requirements documentation
- Requirements traceability matrix
- Resource requirements
- Risk register
- Stakeholder register
• Enterprise environmental factors
• Organizational process assets

(Project Risk Management)
• Project complexity. Is a robust risk approach demanded by high levels of innovation, new technology, commercial arrangements, interfaces, or external dependencies that increase project complexity? Or is the project simple enough that a reduced risk process will suffice?
• Project importance. How strategically important is the project? Is the level of risk increased for this project because it aims to produce breakthrough opportunities, addresses significant blocks to organizational performance, or involves major product innovation?
• Project size. Does the project's size in terms of budget, duration, scope, or team size require a more detailed approach to risk management? Or is it small enough to justify a simplified risk process?
• Project duration. This is not a concept which would be under consideration for tailoring in risk management.

(Change Control Tools)
Tool selection should be based on the needs of the project stakeholders, including organizational and environmental considerations and/or constraints. Tools should support the following configuration management activities:
• Identify configuration item. Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
• Record and report configuration item status. Information recording and reporting about each configuration item.
• Perform configuration item verification and audit. Configuration verification and configuration audits ensure that the composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures that the functional requirements defined in the configuration documentation are met.
Tools should support the following change management activities as well:
• Identify changes. Identifying and selecting a change item for processes or project documents. •Document changes. Documenting the change into a proper change request.
• Decide on changes. Reviewing the changes; approving, rejecting, deferring, or making any other decision about changes to the project documents, deliverables, or baselines.
• Track changes. Verifying that the changes are registered, assessed, approved, and tracked and communicating final results to stakeholders.

Tools are also used to manage the change requests and the resulting decisions. Additional considerations should be made for communications to assist the change control board (CCB) members in their duties, as well as to distribute the decisions to the appropriate stakeholders.