Explanation/Reference:
Explanation:
There are five general techniques for resolving conflict. As each one has its place and use, these are not given in any particular order:
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.
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.
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.

Section: Volume E
Explanation/Reference: https://www.pmbypm.com/difference-project-program-and-portfolio/#.XMton-FR2kw

Section: Volume A
Explanation:
Process: 9.4 Manage Project Team
Definition: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.
Key Benefit: The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.
Inputs
1. Human resource management plan
2. Project staff assignments
3. Team performance assessments
4. Issue log
5. Work performance reports
6. Organizational process assets
Tools & Techniques
1. Observation and conversation
2. Project performance appraisals
3. Conflict management
4. Interpersonal skills
Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Enterprise environmental factors updates
5. Organizational process assets updates

Section: Volume E
Explanation:
12.4.3.2 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include, but are not limited to:
Procurement file. A complete set of indexed contract documentation, including the closed contract, is

prepared for inclusion with the final project fles.
Deliverable acceptance. Documentation of formal acceptance of seller-provided deliverables may be

required to be retained by the organization. The Close Procurement process ensures this documentation requirement is satisfed. Requirements for formal deliverable acceptance and how to address nonconforming deliverables are usually defined in the agreement.
Lessons learned documentation. Lessons learned, what has been experienced, and process improvement

recommendations, should be developed for the project fle to improve future procurements.
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
* Project management plan
* Procurement documents
Tools & Techniques
* Procurement audits
* Procurement negotiations
* Records management system
Outputs
* Closed procurements
* Organizational process assets updates

Explanation/Reference:
Explanation:
Executing Process Group
4.3 Direct and Manage Project Work
8.2 Perform Quality Assurance
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10.2 Manage Communications
12.2 Conduct Procurements
13.3 Manage Stakeholder Engagement