Explanation/Reference:
Explanation:
6.5.2.6 Reserve Analysis
Definition: estimates may include contingency reserves, sometimes referred to as time reserves or buffers, into the project schedule to account for schedule uncertainty. Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted and for which contingent or mitigation responses are developed. Contingency reserves are associated with the "known-unknowns," which may be estimated to account for this unknown amount of rework.
As more precise information about the project becomes available, the contingency reserve may be used, reduced, or eliminated. Contingency should be clearly identified in schedule documentation.
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Estimates may also be produced for the amount of management reserve of time for the project.
Management reserves are a specified amount of the project duration withheld for management control purposes and are reserved for unforeseen work that is within scope of the project.
Management reserves are intended to address the "unknown-unknowns" that can affect a project.
Management reserve is not included in the schedule baseline, but it is part of the overall project duration requirements. Depending on contract terms, use of management reserves may require a change to the schedule baseline.

Section: Volume C
Explanation:
6.6.2.7 Schedule Compression
Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:
Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding

resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
Fast tracking. A schedule compression technique in which activities or phases normally done in sequence

are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration.

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
13.3 Manage Stakeholder Engagement
Definition: The process of communicating and working with stakeholders to meet their needs/ expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
Inputs
1. Stakeholder management plan
2. Communications management plan
3. Change log
4. Organizational process assets
Tools & Techniques
1. Communication methods
2. Interpersonal skills
3. Management skills
Outputs
1. Issue log
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates

Explanation/Reference:
Explanation:
5.2.3.1 Requirements Documentation
Requirements documentation describes how individual requirements meet the business need for the project.
Requirements may start out at a high level and become progressively more detailed as more about the requirements is known. Before being baselined, requirements need to be unambiguous (measurable and testable), traceable, complete, consistent, and acceptable to key stakeholders. The format of a requirements document may range from a simple document listing all the requirements categorized by stakeholder and priority, to more elaborate forms containing an executive summary, detailed descriptions, and attachments.
Components of requirements documentation can include, but, are not limited to:
Business requirements, including:

○ Business and project objectives for traceability;
○ Business rules for the performing organization; and
○ Guiding principles of the organization
* Stakeholder requirements, including:
○ Impacts to other organizational areas;
○ Impacts to other entities inside or outside the performing organization; and
○ Stakeholder communication and reporting requirements.
* Solution requirements, including:
○ Functional and nonfunctional requirements;
○ Technology and standard compliance requirements;
○ Support and training requirements;
○ Quality requirements; and
○ Reporting requirements, etc. (solution requirements can be documented textually, in models, or both).
Project requirements, such as:

○ Levels of service, performance, safety, compliance, etc.; and
○ Acceptance criteria.
Transition requirements.

Requirements assumptions, dependencies, and constraints.