ITTO cheat sheet — the PMBOK 8e processes, done in VanillaPM

ITTO = Inputs · Tools & Techniques · Outputs. It's the skeleton of the PMBOK® Guide: every process turns some inputs into outputs using a set of tools & techniques. This one page is the whole 8th edition — 40 processes across 7 performance domains — condensed to the essentials, with a column showing where you actually do each one in VanillaPM and a link to the walked tutorial task.

Read it top-to-bottom once for the shape of the discipline; then keep it open as a map while you work through the tasks. The lists are illustrative, not exhaustive (the 8th edition marks them so) — the "key" items are the ones you'll reach for most.

▶ Play PMP Reps — once you've read this, drill it into memory with spaced-repetition flashcards: a coach, a glossary, streaks and levels (no login).

Everything below is demonstrated on the same running example — the Coral Ridge Resort build (python manage.py seed_tutorial). Start the walk at P1 · Develop a common vision.

The map — 7 performance domains × 5 focus areas

Domain	Initiating	Planning	Executing	Monitoring & Controlling	Closing
Governance	Initiate Project	Integrate Plans · Plan Sourcing	Manage Execution · Manage QA · Manage Knowledge	Monitor Performance · Assess Changes	Close Project
Scope	—	Plan Scope · Requirements · Define Scope · Scope Structure	—	Monitor Scope · Validate Scope	—
Schedule	—	Plan Schedule · Develop Schedule	—	Monitor Schedule	—
Finance	—	Plan Finance · Estimate Costs · Develop Budget	—	Monitor Finances	—
Stakeholders	Identify Stakeholders	Plan Engagement · Plan Communications	Manage Engagement · Manage Communications	Monitor Engagement · Monitor Communications	—
Resources	—	Plan Resources · Estimate Resources	Acquire Resources · Lead the Team	Monitor Resourcing	—
Risk	—	Plan Risk · Identify · Analyse · Plan Responses	Implement Responses	Monitor Risks	—

1 · Governance

Process	Group	Inputs (I)	Tools and Techniques (TT)	Outputs (O)	In VanillaPM
Initiate Project or Phase	Init.	Business case, benefits plan, agreements	Expert judgment, brainstorming, project canvas	Project charter, assumption log	Project → Charter · B1
Integrate & Align Plans	Plan	Charter, outputs of other processes	Expert judgment, meetings, project canvas	Project management plan	Planning → Integrated Plan · Pr1
Plan Sourcing Strategy	Plan	Charter, plan, requirements, risk register	Make-or-buy, source-selection analysis, market research	Sourcing strategy plan	Planning → Procurement · Pr5
Manage Project Execution	Exec.	Plan, approved changes, project docs	PMIS, daily coordination meetings	Deliverables, work performance data, issues	Project → Tasks / Kanban · Pr3
Manage Quality Assurance	Exec.	Plan, project docs, policies	Audits, checklists, process improvement	Quality reports, change requests	Planning → Quality Plan · Control → Quality control · Pr7
Manage Project Knowledge	Exec.	Plan, lessons register, deliverables	Knowledge management, retrospectives, storytelling	Lessons learned register	Project → Knowledge / Knowledge Base · P7
Monitor & Control Performance	M&C	Plan, work performance info, forecasts	Earned value analysis, trend/variance analysis, dashboards	Work performance reports, change requests	Project → Control → Overview · Pr9
Assess & Implement Changes	M&C	Baselines, change requests, change log	Integrated change control, CCB decision-making	Approved change requests, updated baselines	Project → Control → Change requests · B3
Close Project or Phase	Close	Plan, accepted deliverables, agreements	Document analysis, variance/trend analysis, meetings	Final report, transition, archive	Project → Closeout · Pr10

2 · Scope

Process	Group	Inputs (I)	Tools and Techniques (TT)	Outputs (O)	In VanillaPM
Plan Scope Management	Plan	Charter, plan	Expert judgment, data gathering	Scope & requirements mgmt plans	Planning → Scope (Management Plan) · Pr2
Elicit & Analyze Requirements	Plan	Charter, business case, stakeholder register	Interviews, workshops, prioritisation, design thinking	Requirements documentation	Planning → Requirements · Pr2
Define Scope	Plan	Charter, requirements	Expert judgment, product analysis, decomposition	Project scope statement	Planning → Scope → Statement · Pr2
Develop Scope Structure	Plan	Scope statement, requirements	Decomposition, brainstorming	Scope baseline, WBS, WBS dictionary	Project → WBS · Pr2
Monitor & Control Scope	M&C	Plan, requirements, deliverables	Variance/trend analysis, inspections	Verified deliverables, change requests	Project → WBS (scope validation) · Pr9
Validate Scope	M&C	Requirements, verified deliverables	Inspection, review meetings, customer tests	Accepted deliverables	Project → WBS (deliverable acceptance) · Pr2

3 · Schedule

Process	Group	Inputs (I)	Tools and Techniques (TT)	Outputs (O)	In VanillaPM
Plan Schedule Management	Plan	Charter, plan, development approach	Expert judgment, alternatives analysis	Schedule management plan	Planning → Schedule Mgmt Plan · Pr8
Develop Schedule	Plan	Activity list, durations, dependencies, resources	Critical path method, estimation, compression, leveling	Schedule baseline, project schedule	Project → Gantt · Schedule Baseline · Pr8
Monitor & Control Schedule	M&C	Plan, schedule, work performance data	Earned value / earned schedule, burndown, what-if	Schedule forecasts, change requests	Project → Gantt → Variance · Control → Overview · Pr8

4 · Finance

Process	Group	Inputs (I)	Tools and Techniques (TT)	Outputs (O)	In VanillaPM
Plan Financial Management	Plan	Charter, schedule & risk plans	Expert judgment, alternatives analysis	Financial management plan, funding strategy	Planning → Financial Mgmt Plan · Pr6
Estimate Costs	Plan	Scope baseline, schedule, resources	Analogous/parametric/bottom-up, three-point, cost of quality	Cost estimates, basis of estimates	Planning → Estimate · Pr6
Develop Budget	Plan	Cost estimates, scope baseline	Cost aggregation, reserve analysis	Cost baseline, funding requirements	Project → Budget · Budget Reserves · Pr6
Monitor & Control Finances	M&C	Cost baseline, work performance data	Earned value, TCPI, reserve analysis	Cost forecasts, change requests	Project → Control → Overview (EVM) · Pr6

5 · Stakeholders

Process	Group	Inputs (I)	Tools and Techniques (TT)	Outputs (O)	In VanillaPM
Identify Stakeholders	Init.	Charter, business docs	Stakeholder analysis, stakeholder mapping	Stakeholder register	Project → Stakeholders → Register · P4
Plan Stakeholder Engagement	Plan	Charter, stakeholder register	Engagement assessment matrix, prioritisation	Stakeholder engagement plan	Project → Stakeholders (engagement) · P5
Plan Communications Management	Plan	Stakeholder register, engagement plan	Communication requirements analysis, methods/models	Communications management plan	Planning → Comms Plan · P8
Manage Stakeholder Engagement	Exec.	Comms & engagement plans, issue log	Feedback, negotiation, conflict management	Change requests, updated logs	Stakeholders → Register → Interaction Log · P6
Manage Communications	Exec.	Comms plan, work performance reports	Communication methods/tech, project reporting	Project communications	Planning → Comms Plan → Schedule · P8
Monitor Stakeholder Engagement	M&C	Engagement plan, project communications	Stakeholder analysis, engagement assessment matrix	Change requests, updated register	Stakeholders (current→target engagement) · P6
Monitor Communications	M&C	Comms plan, work performance data	PMIS, engagement assessment matrix	Work performance info	Planning → Comms Plan · P8

6 · Resources

Process	Group	Inputs (I)	Tools and Techniques (TT)	Outputs (O)	In VanillaPM
Plan Resource Management	Plan	Charter, scope baseline	RACI / responsibility matrix, org theory	Resource plan, team charter	Planning → Resources · Team → Charter · Pr4
Estimate Resources	Plan	Activity list, resource plan	Bottom-up/analogous/parametric estimating	Resource requirements, RBS	Planning → Resources · Pr4
Acquire Resources	Exec.	Resource plan, cost baseline	Negotiation, pre-assignment, virtual teams	Team & resource assignments	Team · Org → Staff allocation · Pr4
Lead the Team	Exec.	Resource plan, team charter, assessments	Team building, recognition, coaching, servant leadership, Tuckman	Team performance assessments	Project → Team (charter · health · recognition · conflicts) · P3
Monitor & Control Resourcing	M&C	Resource plan, work performance data	Performance reviews, negotiation, control charts	Change requests, updated plan	Project → Team → Workload · Resources · Pr4

7 · Risk

Process	Group	Inputs (I)	Tools and Techniques (TT)	Outputs (O)	In VanillaPM
Plan Risk Management	Plan	Charter, plan, stakeholder register	Expert judgment, meetings	Risk management plan	Planning → Risk Mgmt Plan · B5
Identify Risks	Plan	Plans, baselines, project docs	Brainstorming, checklists, SWOT, prompt lists	Risk register, risk report	Project → Risks (Register) · B5
Perform Risk Analysis	Plan	Risk register, baselines	Probability & impact matrix, simulation, decision trees, sensitivity	Prioritised risks (register update)	Project → Risks (EMV · heat-map) · B5
Plan Risk Responses	Plan	Risk register, risk report	Threat/opportunity strategies, contingent responses	Change requests, updated register	Project → Risks (responses) · B5
Implement Risk Responses	Exec.	Risk mgmt plan, risk register	Influencing, PMIS	Change requests, updated register	Project → Risks · B5
Monitor Risks	M&C	Risk register, work performance data	Reserve analysis, technical performance analysis, audits	Work performance info, change requests	Project → Control → Overview (risk status) · Risks · B5

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Condensed from the PMBOK® Guide 8th Edition (PMI, Nov 2025), Section 2. Lists are illustrative, not exhaustive. Quality, Communications and Procurement are folded into their owning domains (Governance, Stakeholders, Resources). PMBOK and PMP are registered marks of the Project Management Institute, Inc.