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Section: Volume C
Explanation:
5.4.3.1 Scope Baseline
The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan. Components of the scope baseline include:
Project scope statement. The project scope statement includes the description of the project scope, major

deliverables, assumptions, and constraints.
WBS. 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. Each descending level of the WBS represents an increasingly detailed definition of the project work. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts. These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information. A control account is a management control point where scope, budget, actual cost, and schedule are integrated and compared to the earned value for performance measurement. Control accounts are placed at selected management points in the WBS. Each control account may include one or more work packages, but each of the work packages should be associated with only one control account. A control account may include one or more planning packages. A planning package is a work breakdown structure component below the control account with known work content but without detailed schedule activities.
WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and

scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Information in the WBS dictionary may include, but is not limited to:
○ Code of account identifier,
○ Description of work,
○ Assumptions and constraints,
○ Responsible organization,
○ Schedule milestones,
○ Associated schedule activities,
○ Resources required,
○ Cost estimates,
○ Quality requirements,
○ Acceptance criteria,
○ Technical references, and
○ Agreement information
Process: 5.4 Create WBS
Definition: WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. Key Benefit: The key benefit of this process is that it provides a structured vision of what has to be delivered.
Inputs
1. Scope management plan
2. Project scope statement
3. Requirements documentation
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Decomposition
2. Expert judgment
Outputs
1. Scope baseline
2. Project documents updates

Section: Volume C
Explanation:
Staffing management plan. The staffing management plan is a component of the human resource management plan that describes when and how project team members will be acquired and how long they will be needed. It describes how human resource requirements will be met. The staffing management plan can be formal or informal, highly detailed, or broadly framed, depending upon the needs of the project.
The plan is updated continually during the project to direct ongoing team member acquisition and development actions.

Section: Volume A
Explanation:
8.1.3.3 Quality Metrics
A quality metric specifically describes a project or product attribute and how the control quality process will measure it. A measurement is an actual value. The tolerance defines the allowable variations to the metric. For example, if the quality objective is to stay within the approved budget by ± 10%, the specific quality metric is used to measure the cost of every deliverable and determine the percent variance from the approved budget for that deliverable. Quality metrics are used in the perform quality assurance and control quality processes.
Some examples of quality metrics include on-time performance, cost control, defect frequency, failure rate, availability, reliability, and test coverage.
Process: 8.1 Plan Quality Management
Definition: The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements and/or standards.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.
Inputs
1. Project management plan
2. Stakeholder register
3. Risk register
4. Requirements documentation
5. Enterprise environmental factors
6. Organizational process assets
1. Tools & Techniques
2. Cost-benefit analysis
3. Cost of quality
4. Seven basic quality tools
5. Benchmarking
6. Design of experiments
7. Statistical sampling
8. Additional quality planning tools
9. Meetings
Outputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality checklists
5. Project documents updates
Process: 8.2 Perform Quality Assurance
Definition: The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
Key Benefit: The key benefit of this process is that it facilitates the improvement of quality processes.
Inputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality control measurements
5. Project documents
Tools & Techniques
1. Quality management and control tools
2. Quality audits
3. Process analysis
Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates

Section: Volume C
Explanation
Explanation:
Process: 12.4 Close Procurements
Definition: The process of completing each project procurement.
Key Benefit: The key benefit of this process is that it documents agreements and related documentation for future reference.
Inputs
1. Project management plan
2. Procurement documents
Tools & Techniques
1. Procurement audits
2. Procurement negotiations
3. Records management system
Outputs
1. Closed procurements
2. Organizational process assets updates

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