Section: Volume D
Explanation

Section: Volume E
Explanation/Reference: https://medium.com/@yasmine.trainings24x7/what-is-organizational-process-assets-in-pmbok-5th- edition-ea66a5db9779

Section: Volume B
Explanation:
10.2.3.4 Organizational Process Assets Updates
The organizational process assets, which may be updated include, but are not limited to:
Stakeholder notifications. Information may be provided to stakeholders about resolved issues, approved

changes, and general project status.
Project reports. Formal and informal project reports describe project status and include lessons learned,

issue logs, project closure reports, and outputs from other Knowledge Areas (Sections 4-13).
Project presentations. The project team provides information formally or informally to any or all of the

project stakeholders. The information and presentation method should be relevant to the needs of the audience.
Project records. Project records may include correspondence, memos, meeting minutes, and other

documents describing the project. This information should, to the extent possible and appropriate, be maintained in an organized manner. Project team members can also maintain records in a project notebook or register, which could be physical or electronic.
Feedback from stakeholders. Information received from stakeholders concerning project operations is

distributed and used to modify or improve future performance of the project.
Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the

corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.

Section: Volume C
Explanation:
9.1.2.2 Networking
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. Human resource management benefits from successful networking by improving knowledge of and access to human resource assets such as strong competencies, specialized experience, and external partnership opportunities. Examples of human resources networking activities include proactive correspondence, luncheon meetings, informal conversations including meetings and events, trade conferences, and symposia. Networking can be a useful technique at the beginning of a project. It can also be an effective way to enhance project management professional development during the project and after the project ends.