Explanation/Reference:
Explanation:
11.2.2.2 Information Gathering Techniques
Examples of information gathering techniques used in identifying risks can include:
Brainstorming. The goal of brainstorming is to obtain a comprehensive list of project risks. The project

team usually performs brainstorming, often with a multidisciplinary set of experts who are not part of the team. Ideas about project risk are generated under the leadership of a facilitator, either in a traditional free- form brainstorm session or structured mass interviewing techniques. Categories of risk, such as in a risk breakdown structure, can be used as a framework. Risks are then identified and categorized by type of risk and their definitions are refined.
Delphi technique. The Delphi technique is a way to reach a consensus of experts. Project risk experts

participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project risks. The responses are summarized and are then recirculated to the experts for further comment. Consensus may be reached in a few rounds of this process. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.
Interviewing. Interviewing experienced project participants, stakeholders, and subject matter experts

helps to identify risks.
Root cause analysis. Root-cause analysis is a specific technique used to identify a problem, discover

the underlying causes that lead to it, and develop preventive action.

Explanation/Reference:
Explanation:
Process: 9.2 Acquire Project Team
Definition: The process of confirming human resource availability and obtaining the team necessary to complete project activities.
Key Benefit: The key benefit of this process consists of outlining and guiding the team selection and responsibility assignment to obtain a successful team.
Inputs
1. Human resource management plan
2. Enterprise environmental factors
3. Organizational process assets
Tools & Techniques
1. Pre-assignment
2. Negotiation
3. Acquisition
4. Virtual teams
5. Multi-criteria decision analysis
Outputs
1. Project staff assignments
2. Resource calendars
3. Project management plan updates

Section: Volume E
Explanation:
6.5.2.4 Three-Point Estimating
The accuracy of single-point activity duration estimates may be improved by considering estimation uncertainty and risk. This concept originated with the program evaluation and review technique (PERT). PERT uses three estimates to define an approximate range for an activity's duration:
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 activity 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 using a formula. Two commonly used formulas are triangular and beta distributions. The formulas are:
Triangular Distribution. tE = (tO + tM + tP) / 3

Beta Distribution (from the traditional PERT technique). tE = (tO + 4tM + tP) / 6

Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.
E = (a + 4m + b) / 6
(2+ (4*4) +12)=30 /6 =5