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(Interpersonal and Team Skills)
Interpersonal and team skills that can be used for this process include negotiation. Negotiation is a discussion aimed at reaching an agreement. Procurement negotiation clarifies the structure, rights, and obligations of the parties and other terms of the purchases so that mutual agreement can be reached prior to signing the contract. Final document language reflects all agreements reached. Negotiation concludes with a signed contract document or other formal agreement that can be executed by both buyer and seller. The negotiation should be led by a member of the procurement team that has the authority to sign contracts. The project manager and other members of the project management team may be present during negotiation to provide assistance as needed.

Transition and readiness requirements describe temporary capabilities, such as data conversion and training requirements, needed to transition from the current as-is state to the desired future state.

(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.

(Perform Qualitative Risk Analysis)
Perform Qualitative Risk Analysis is the process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics. The key benefit of this process is that it focuses efforts on high-priority risks. This process is performed throughout the project. The inputs, tools and techniques, and outputs of the process are depicted in Figure 11-8. Figure 11-9 depicts the data flow diagram for the process.

(Control Procurements)
The buyer, usually through its authorized procurement administrator, provides the seller with formal written notice that the contract has been completed. Requirements for formal procurement closure are usually defined in the terms and conditions of the contract and are included in the procurement management plan.

Deliverable acceptance. Documentation of formal acceptance of seller-provided deliverables may be required to be retained by the organization. The Close Procurement process ensures that this documentation requirement is satisfied. Requirements for formal deliverable acceptance and how to address nonconforming deliverables are usually defined in the agreement.

Monitor Risks is the process of monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project. The key benefit of this process is that it enables project decisions to be based on current information about overall project risk exposure and individual project risks. This process is performed throughout the project.

Project Management Information Systems (PMIS)
Project information is managed and distributed using a variety of tools, including:
• Hard-copy document management: letters, memos, reports, and press releases;
• Electronic communications management: email, fax, voicemail, telephone, video and web conferencing, websites, and web publishing; and
• Electronic project management tools: web interfaces to scheduling and project management software, meeting and virtual office support software, portals, and collaborative work management tools.

Relationship Between Project Management, Operations Management, and Organizational Strategy: Operations management is responsible for overseeing, directing, and controlling business operations. Operations evolve to support the day-to-day business, and are necessary to achieve strategic and tactical goals of the business. Examples include production operations, manufacturing operations, accounting operations, software support, and maintenance. Though temporary in nature, projects can help achieve the organizational goals when they are aligned with the organization's strategy. Organizations sometimes change their operations, products, or systems by creating strategic business initiatives that are developed and implemented through projects. Projects require project management activities and skill sets, while operations require business process management, operations management activities, and skill sets.
Operations and Project Management
Changes in business operations may be the focus of a dedicated project—especially if there are substantial changes to business operations as a result of a new product or service delivery. Ongoing operations are outside of the scope of a project; however, there are intersecting points where the two areas cross.
Projects can intersect with operations at various points during the product life cycle, such as: •At each closeout phase;
• When developing a new product, upgrading a product, or expanding outputs;
• While improving operations or the product development process; or
• Until the end of the product life cycle.
At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. This implementation occurs through a transfer of project resources to operations toward the end of the project, or through a transfer of operational resources to the project at the start.
Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle. Unlike the ongoing nature of operations, projects are temporary endeavors.

(Approved Change Requests)
Approved change requests can include modifications to the terms and conditions of the contract, including the procurement statement of work (SOW), pricing, and descriptions of the products, services, or results to be provided. All procurement-related changes are formally documented in writing and approved before being implemented through the Control Procurements process. In complex programs and projects, change requests may come from sellers involved with the project that can influence other involved sellers. The project should have the capability of identifying, communicating, and resolving changes that impact the work of multiple sellers.

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

(Create WBS)
Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a framework of what has to be delivered. This process is performed once or at predefined points in the project.
The WBS is 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. The WBS organizes and defines the total scope of the project and represents the work specified in the current approved project scope statement.

(Develop Team)
One of the models used to describe team development is the Tuckman ladder [19, 20], which includes five stages of development that teams may go through. Although it is common for these stages to occur in order, it is not uncommon for a team to get stuck in a particular stage or regress to an earlier stage. Projects with team members who worked together in the past might skip a stage.
• Forming. This phase is where the team members meet and learn about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase.
• Storming. During this phase, the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative or open to differing ideas and perspectives, the environment can become counterproductive.
• Norming. In this phase, team members begin to work together and adjust their work habits and behaviors to support the team. The team members learn to trust one another.
• Performing. Teams that reach the performing stage function as a well-organized unit. They are interdependent and work through issues smoothly and effectively.
• Adjourning. In this phase, the team completes the work and moves on from the project. This typically occurs when staff is released from the project as deliverables are completed or as part of the Close Project or Phase process.

(Control Scope)
Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. The key benefit of this process is that the scope baseline is maintained throughout the project. This process is performed throughout the project.

Controlling the project scope ensures all requested changes and recommended corrective or preventive actions are processed through the Perform Integrated Change Control process. Control Scope is also used to manage the actual changes when they occur and is integrated with the other control processes. The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources is referred to as scope creep. Change is inevitable; therefore, some type of change control process is mandatory for every project.

Monitor and Control Project Work: Outputs
.1 Work performance reports
.2 Change requests
.3 Project management plan updates
.4 Project documents updates

Close Project or Phase: Outputs
.1 Project documents updates
.2 Final product, service, or result transition
.3 Final report
.4 Organizational process asset updates

Project Management Information System (PMIS): The PMIS provides access to information technology (IT) software tools, such as scheduling software tools, work authorization systems, configuration management systems, information collection and distribution systems, as well as interfaces to other online automated systems such as corporate knowledge base repositories. Automated gathering and reporting on key performance indicators (KPIs) can be part of this system.

(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 as follows:
• 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.

Resource requirements. The types and quantities of resources required for each activity in a work package.

Scope Management is not a Process Group in an adaptive environment.
Section X3.3.1 Initiating Process Group
Section X3.3.2 Planning Process Group
Section X3.3.3 Executing Process Group
Section X3.3.4 Monitoring and Controlling Process Group
Section X3.3.5 Closing Process Group

(Manage Quality)
Manage Quality is the process of translating the quality management plan into executable quality activities that incorporate the organization's quality policies into the project. The key benefits of this process are that it increases the probability of meeting the quality objectives as well as identifying ineffective processes and causes of poor quality. Manage Quality uses the data and results from the Control Quality process to reflect the overall quality status of the project to the stakeholders. This process is performed throughout the project.

Throughout the life cycle of a project, a significant amount of data is collected, analyzed, and transformed. Project data are collected as a result of various processes and are shared within the project team. The collected data are analyzed in context, aggregated, and transformed to become project information during various processes. Information is communicated verbally or stored and distributed in various formats as reports.
Project data are regularly collected and analyzed throughout the project life cycle. The following definitions identify key terminology regarding project data and information:
• Work performance data. The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc. Project data are usually recorded in a Project Management Information System (PMIS) and in project documents.
• Work performance information. The performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas. Examples of performance information are status of deliverables, implementation status for change requests, and forecast estimates to complete.
• Work performance reports. The physical or electronic representation of work performance information compiled in project documents, which is intended to generate decisions or raise issues, actions, or awareness. Examples include status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates.
Work performance analysis is a required activity, but not a source of project data.