Adjourning.
In the adjourning 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 carrying out the Close Project or Phase process.

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

The evaluation of a team’s effectiveness may include indicators such as:
• Improvements in skills
• Improvements in competencies
• Reduced staff turnover rate
• Increased team cohesiveness

Plan Human Resource Management is the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.

Networking is the formal and informal interaction with others in an organization, industry, or professional environment. It is a constructive way to understand political and interpersonal factors that will impact the effectiveness of various staffing management options.

The human resource management plan, a part of the project management plan, provides guidance on how project human resources should be defined, staffed, managed, and eventually released. The human resource management plan and any subsequent revisions are also inputs into the Develop Project Management Plan process.

The enterprise environmental factors that influence the Acquire Project Team process include:
• Existing information on human resources including availability, competency levels, prior experience, interest in working on the project and their cost rate
• Personnel administration policies such as those that affect outsourcing
• Organizational structure
• Colocation or multiple locations

The quality management plan is a component of the project management plan that describes how the organization’s quality policies will be implemented. It describes how the project management team plans to meet the quality requirements set for the project. The quality management plan may be formal or informal, detailed, or broadly framed. The style and detail of the quality management plan are determined by the requirements of the project. The quality management plan should be reviewed early in the project to ensure that decisions are based on accurate information. The benefits of this review can include a sharper focus on the project’s value proposition and reductions in costs and in the frequency of schedule overruns that were caused by rework.

The process improvement plan details the steps for analyzing project management and product development processes to identify activities that enhance their value. Areas to consider include:
• Process boundaries. Describe the purpose of the process, the start and end of the process, its inputs and outputs, the process owner, and the stakeholders of the process.
• Process configuration. Provides a graphic depiction of processes, with interfaces identified, used to facilitate analysis.
• Process metrics. Along with control limits, allows analysis of process efficiency.
• Targets for improved performance. Guide the process improvement activities.

The quality assurance process implements a set of planned and systematic acts and processes defined within the project’s quality management plan. Quality assurance seeks to build confidence that a future output or an unfinished output, also known as work in progress, will be completed in a manner that meets the specified requirements and expectations. Quality assurance contributes to the state of being certain about quality by preventing defects through the planning processes or by inspecting out defects during the work-in-progress stage of implementation. Perform Quality Assurance is an execution process that uses data created during Plan Quality Management and Control Quality processes.

The affinity diagram is similar to mind-mapping techniques in that they are used to generate ideas that can be linked to form organized patterns of thought about a problem. In project management, the creation of the WBS may be enhanced by using the affinity diagram to give structure to the decomposition of scope.

A quality audit is a structured, independent process to determine if project activities comply with organizational and project policies, processes, and procedures. Quality audits may be scheduled or random, and may be conducted by internal or external auditors. Quality audits can confirm the implementation of approved change requests including updates, corrective actions, defect repairs, and preventive actions.

Control Quality is the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes. The key benefits of this process include: (1) identifying the causes of poor process or product quality and recommending and/or taking action to eliminate them; and (2) validating that project deliverables and work meet the requirements specified by key stakeholders necessary for final acceptance.The Control Quality process uses a set of operational techniques and tasks to verify that the delivered output will meet the requirements.

In the context of achieving ISO compatibility, modern quality management approaches seek to minimize variation and to deliver results that meet defined requirements. These approaches recognize the importance of:
• Customer satisfaction
• Prevention over inspection
• Continuous improvement
• Management Responsibility
• Cost of quality (COQ)

Plan Quality Management is the process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements. The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project. Quality planning should be performed in parallel with the other planning processes. For example, proposed changes in the deliverables to meet identified quality standards may require cost or schedule adjustments and a detailed risk analysis of the impact to plans.

Requirements documentation captures the requirements that the project shall meet pertaining to stakeholder expectations. The components of the requirements documentation include, but are not limited to, project (including product) and quality requirements. The requirements are used by the project team to help plan how quality control will be implemented on the project.

Plan Quality Management: Tools and Techniques
1. Cost-Benefit Analysis
2. Cost of Quality (COQ)
3. Seven Basic Quality Tools
4. Benchmarking
5. Design of Experiments
6. Statistical Sampling

Flowcharts, which are also referred to as process maps because they display the sequence of steps and the branching possibilities that exist for a process that transforms one or more inputs into one or more outputs. Flowcharts show the activities, decision points, branching loops, parallel paths, and the overall order of processing by mapping the operational details of procedures that exist within a horizontal value chain of a SIPOC model. Flowcharts may prove useful in understanding and estimating the cost of quality in a process. This is obtained by using the workflow branching logic and associated relative frequencies to estimate expected monetary value for the conformance and non-conformance work required to deliver the expected conforming output.

Pareto diagrams, exist as a special form of vertical bar chart and are used to identify the vital few sources that are responsible for causing most of a problem’s effects. Typically, the Pareto diagram will be organized into categories that measure either frequencies or consequences.

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 requirements of the agreement. They reflect the maximum and minimum values allowed. 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, and frequency of scope changes, or other management results to help determine if the project management processes are in control.

Design of experiments (DOE) is a statistical method for identifying which factors may influence specific variables of a product or process under development or in production. DOE may be used during the Plan Quality Management process to determine the number and type of tests and their impact on cost of quality.

Determine Budget: Outputs
1. Cost Baseline
2. Project Funding Requirements
3. Project Documents Updates

Control Costs is the process of monitoring the status of the project to update the project costs and managing changes to the cost baseline. The key benefit of this process is that it provides the means to recognize variance from the plan in order to take corrective action and minimize risk.

Control Costs: Tools and Techniques
1. Earned Value Management
2. Forecasting
3. To-Complete Performance Index (TCPI)
4. Performance Reviews
5. Project Management Software
6. Reserve Analysis

Actual cost (AC) is the realized cost incurred for the work performed on an activity during a specific time period. It is the total cost incurred in accomplishing the work that the EV measured. The AC needs to correspond in definition to what was budgeted in the PV and measured in the EV (e.g., direct hours only, direct costs only, or all costs including indirect costs). The AC will have no upper limit; whatever is spent to achieve the EV will be measured.

Cost variance (CV) is the amount of budget deficit or surplus at a given point in time, expressed as the difference between earned value and the actual cost. It is a measure of cost performance on a project. It is equal to the earned value (EV) minus the actual cost (AC).

The schedule performance index (SPI) is a measure of schedule efficiency expressed as the ratio of earned value to planned value. It measures how efficiently the project team is using its time. It is sometimes used in conjunction with the cost performance index (CPI) to forecast the final project completion estimates. An SPI value less than 1.0 indicates less work was completed than was planned. An SPI greater than 1.0 indicates that more work was completed than was planned. Since the SPI measures all project work, the performance on the critical path also needs to be analyzed to determine whether the project will finish ahead of or behind its planned finish date.

The cost performance index (CPI) is a measure of the cost efficiency of budgeted resources, expressed as a ratio of earned value to actual cost. It is considered the most critical EVM metric and measures the cost efficiency for the work completed. A CPI value of less than 1.0 indicates a cost overrun for work completed. A CPI value greater than 1.0 indicates a cost underrun of performance to date. The CPI is equal to the ratio of the EV to the AC.

The to-complete performance index (TCPI) is a measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the remaining budget. TCPI is the calculated cost performance index that is achieved on the remaining work to meet a specified management goal, such as the BAC or the EAC.

Project Cost Management should consider the stakeholder requirements for managing costs. Different stakeholders will measure project costs in different ways and at different times. Project Cost Management is primarily concerned with the cost of the resources needed to complete project activities. Project Cost Management should also consider the effect of project decisions on the subsequent recurring cost of using, maintaining, and supporting the product, service, or result of the project.

The enterprise environmental factors that influence the Plan Cost Management process include:
• Organizational culture and structure
• Market conditions
• Currency exchange rates for project costs sourced from more than one country
• Published commercial information
• Project management information system, which provides alternative possibilities for managing cost

Plan Cost Management: Tools and Techniques
1. Expert Judgment
2. Analytical Techniques
3. Meetings

Estimate Costs is the process of developing an approximation of the monetary resources needed to complete project activities. The key benefit of this process is that it determines the amount of cost required to complete project work.

Contingency reserves are the budget within the cost baseline that is allocated for identified risks, which are accepted and for which contingent or mitigating responses are developed. Contingency reserves are often viewed as the part of the budget intended to address the “known-unknowns” that can affect a project.

Analogous cost estimating uses the values such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous, similar project as the basis for estimating the same parameter or measurement for a current project. When estimating costs, this technique relies on the actual cost of previous, similar projects as the basis for estimating the cost of the current project. It is a gross value estimating approach, sometimes adjusted for known differences in project complexity.

Most likely (cM)
The cost of the activity, based on realistic effort assessment for the required work and any predicted expenses.

Estimate Costs: Outputs
1. Activity Cost Estimates
2. Basis of Estimates
3. Project Documents Updates

The enterprise environmental factors include:
• Standards,
• Communication channels, and
• Scheduling tool to be used in developing the schedule model.

The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network.

The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method.The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty. One buffer, placed at the end of the critical chain is known as the project buffer and protects the target finish date from slippage along the critical chain.

Resource leveling.
A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Resource leveling can be used when shared or critically required resources are only available at certain times, or in limited quantities, or over-allocated, such as when a resource has been assigned to two or more activities during the same time period or to keep resource usage at a constant level.

What-If Scenario Analysis.
What-if scenario analysis is the process of evaluating scenarios in order to predict their effect, positively or negatively, on project objectives. This is an analysis of the question, “What if the situation represented by scenario ‘X’ happens?”

Control Schedule is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. The key benefit of this process is that it provides the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.

Schedule forecasts are estimates or predictions of conditions and events in the project’s future based on information and knowledge available at the time of the forecast. Forecasts are updated and reissued based on work performance information provided as the project is executed.

Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities with estimated resources. The key benefit of this process is that it provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process.The Estimate Activity Durations process requires an estimation of the amount of work effort required to complete the activity and the amount of available resources estimated to complete the activity. These estimates are used to approximate the number of work periods (activity duration) needed to complete the activity using the appropriate project and resource calendars.

The enterprise environmental factors that can influence the Estimate Activity Durations process include:
• Duration estimating databases and other reference data,
• Productivity metrics,
• Published commercial information, and
• Location of team members.

Estimate Activity Durations: Tools and Techniques
1. Expert Judgment
2. Analogous Estimating
3. Parametric Estimating
4. Three-Point Estimating
5. Group Decision-Making Techniques
6. Reserve Analysis