As a project-focused training company, ESI’s goal is to improve project results for our participants and clients around the world. In order to do this effectively, our courses must align with global best practices rather than a single body of knowledge.
Many world-wide organizations provide guidance for program and project management practices. Each organization—including ESI—has its own interpretation of what is involved in disciplines. They all serve to provide project managers with the tools needed to be successful.
This appendix provides you with a brief description of the six most prevalent project management organizations; a comparison of common terms used by ESI, PMI, APM, APM Group, and ISO; an overview project management standards; and information on available practitioner credentials. We hope you find this information helpful as you progress throughout your project management career.
PROFESSIONAL PROJECT MANAGEMENT-RELATED ORGANIZATIONS
The following is an overview of several project management standards organizations.
The Project Management Institute, Inc. (PMI) is a US-based, global project management professional organization
Web site: www.pmi.org
Credentials in project management
Certified Associate in Project Management (CAPM)®1
Project Management Professional (PMP)®
PMI Scheduling Professional (PMI-SP)®
PMI Risk Management Professional (PMI-RMP)®
Program Management Professional (PgMP)®
PMI Agile Certified Practitioner (PMI-ACP)®
Organizational Project Management Maturity Model (OPM3)® Professional Certification
Standards
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
The Standard for Program Management
The Standard for Portfolio Management
Competency Model: Project Manager Competency Development (PMCD) Framework
Chapter affiliates
Reach: Global, predominately North America
The International Project Management Association (IPMA) is based in Switzerland and is made up of subsidiary associations for each member country
Web site: www.ipma.ch
Credentials in project management
Level D–Certified Project Management Practitioner
Level C–Certified Project Management Professional
Level B–Certified Project Manager
Level A–Certified Project Director
Competency Model: IPMA Competency Baseline (ICB)
Each organization has the right to modify the ICB for its own region
Subsidiary organizations in each member country
Standards are left to the subsidiary organizations
Reach: Predominately Europe (Switzerland, Austria, France, Germany, Nordic countries, and United Kingdom) with growing presence in Australia, Singapore, and South Africa
The Association for Project Management (APM) is the United Kingdom’s IPMA organization
Web site: www.apm.org.uk
Credentials in project management
Introductory Certificate
APMP–IPMA Level D
Practitioner Qualification (PQ)–IPMA Level C
Registered Project Professional (RPP)–IPMA Level B
APM Group (APMG) and the Cabinet Office
APM Group (not related to APM): Manages the credentialing exams
Cabinet Office: Manages the IP and the standards
Web site: www.apmgroupltd.com
Credentials (each has three levels: Foundation, Practitioner, and Advanced Practitioner)
PRojects IN Controlled Environments (PRINCE2)®
1 CAPM, PMP, PMI Scheduling Professional (PMI-SP), PMI Risk Management Professional (PMI-RMP), PgMP, PMI Agile Certified Practitioner (PMI-ACP), PMI are registered marks of the Project Management Institute, Inc.
APM Body of Knowledge: Relating projects, programs, and portfolios together
Reach: Predominately in the United Kingdom
Managing Successful Programmes (MSP)
Management of Risk (M_o_R)
IT Services Management (ITIL)
Management of Portfolios (MoP)
Management of Value (MoV)
Portfolio, Programme and Project Offices (P3O)
Portfolio, Programme and Project Management Maturity Model (P3M3)
Books for each credential
Reach: Predominately in United Kingdom
Australian Institute of Project Management (AIPM)
Web site: www.aipm.com.au
Credentials
Certified Practising Project Director (CPPD)
Certified Practising Project Manager (CPPM)
Certified Practising Project Practitioner (CPPP)
Competency Model: AIPM Competency Standards
Books
Reach: Predominately in Australia and Asia
International Organization for Standardization (ISO)
Web site: www.iso.org
Standard
ISO 21500:2012, Guidance on Project Management: Suitable for any project, anywhere
Reach: Global
COMPARING THE COMMON TERMS
Just as each organization has its own vocabulary and cultural norms, every project management organization has a specific “language”. The key is to align with the organization that works best for you and your company, enabling your organization to embrace its own best practices. Here are a few basic terms and how they compare among ESI, PMI, ISO, APM, and APM Group.
Term ESI2 PMI3
(PMBOK® Guide) ISO 21500:2012
APM
(APM Body of Knowledge)4
APM Group (PRINCE2)®5
Change Control Process of monitoring and dealing with changes to the schedule, cost, or scope of a project, or its overall objectives. (p. 62)
A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected. (p. 530)
Control changes to the project and deliverables and to formalize acceptance or rejection of these changes before subsequent implementation. (p. 16)
The process through which all requests to change the baseline scope of a project, programme or portfolio are captured, evaluated, and then approved, rejected or deferred. (p. 234)
The procedure that ensures that all changes that may affect the project’s agreed objectives are identified, assessed and either approved, rejected or deferred. (p. 2)
Portfolio Collection of projects, programs, and other initiatives grouped together for management
Projects, programs, subportfolios, and operations managed as a group to achieve strategic
A project portfolio is generally a collection of projects and programmes and
A grouping of an organisation’s projects and programmes. Portfolios can be
All the programmes and stand-alone projects being undertaken by an organization, a
2 Ward, J. LeRoy. Dictionary of Project Management Terms. 3rd ed. Arlington, Va.: ESI International, 2008.
3 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 5th ed. Newtown Square, Pa.: Project Management Institute, 2013.
4 Association for Project Management, 2012, APM Body of Knowledge, 6th edition, Association for Project Management, Princes Risborough
and control purposes whose individual objectives and benefits are aimed at satisfying the organization’s strategic objectives. (p. 316)
objectives. (p. 551) other work that are grouped together to facilitate the effective management of that work to meet strategic goals. (p. 5)
managed at an organisational or functional level. (p. 240)
group of organizations, or an organizational unit. (p. 8)
Program/Programme Group of related 14-15projects managed in a coordinated way to obtain benefits not available from managing the projects individually; may include an element of ongoing activities or tasks that are not within scope of the individual projects but that contribute to the program’s intended benefits. (p. 336)
A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually. (p. 553)
A programme is generally a group of related projects and other activities aligned with strategic goals. (p. 6)
A group of related projects and change management activities that together achieve beneficial change for an organisation. (p. 241)
A temporary flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A programme is likely to have a life that spans several years. (p. 10)
Project Temporary undertaking to create a unique product or service. A project has a defined start and end point and specific objectives that, when attained, signify completion. (p. 342)
A temporary endeavor undertaken to create a unique product, service, or result. (p. 553)
A project consists of a unique set of processes consisting of coordinated and controlled activities with start and end dates, performed to achieve project objectives. Each project is unique…has a definite start and end, and is usually divided into phases. (p. 3)
A unique, transient endeavor undertaken to achieve planned objectives. (p. 241)
A temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case. (p. 10)
Project Charter Document issued and signed by senior management that gives the project manager authority to apply organizational resources to project activities and formally recognizes the existence of a project. Includes a
A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational; resources to project
Project charter authorizes a project or a new project phase, identifies the project manager and appropriate project manager responsibilities and authorities, and documents the business needs, project objectives,
Project Brief*: Statement that describes the purpose, cost, time and performance requirements, and constraints for a project. It is created pre-project during the Starting up a Project process and is used during the
description of the business need the project was undertaken to address and a description of the product or service to be delivered by the project. (p. 343)
activities. (p. 553) expected deliverables, and the economic aspects of the project. (p. 13)
Initiating a Project process to create the Project Initiation Documentation and its components. It is superseded by the Project Initiation Documentation and not maintained. (p. 10)
*In the PMBOK® Guide the project charter is equivalent to PRINCE2® Project Brief. (Managing Successful Projects with PRINCE2™, produced by OGC, p. 231)
Project Management Application of knowledge, skills, tools, and techniques to project activities to meet or exceed stakeholder needs and expectations of a project. (p. 348)
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. (p. 554)
Project management is the application of methods, tools, techniques and competencies to a project…includes the integration of the various phases of the project life cycle. (p. 4)
The application of processes, methods, knowledge, skills and experience to achieve the project objectives. (p. 241)
The planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks. (p. 11)
Project Management Plan
The document that describes how the project will be executed monitored, and controlled. (p. 554)
Project management plan is a document or set of documents that defines how the project is undertaken, monitored and controlled. (p. 15)
The output of the definition phase of a project or programme. (p. 241)
Project Initiation Document: A logical set of documents that brings together the key information needed to start the project on a sound basis and that conveys the information to all concerned with the project (p. 10)
There are four project management strategies (risk, quality, configuration and communication)
and a set of controls which are synonym to project management plan (reference Managing Successful Projects with PRINCE2™, produced by OGC, p. 150 - 158)
Project Plan Formal, approved document, in summarized or detailed form, used to guide both project execution and control. Documents planning assumptions and decisions, facilitates communication among stakeholders, and documents approved scope, cost, and schedule baselines (p. 351)
The project plan documents why the project is being undertaken, what will be provided and by whom, how it will be provided, what it will cost, and how the project will be implemented, controlled and closed. Project plans normally consist of the project plan and the project management plan. (p. 14-15)
A high-level plan showing the major products of the project, when they will be delivered and at what cost. An initial Project Plan is presented as part of the Project Initiation Documentation. This is revised as information on actual progress appears. It is a major control document for the Project Board to measure actual progress against expectations. (p. 11)
Project Manager Individual responsible for managing the overall project and its deliverables. Acts as the customer’s single point of contact for the project. Controls planning and execution of the project’s activities and resources to ensure that established cost, time, and quality goals are met. (p. 349)
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. (p. 555)
The project manager…leads and manages project activities and is accountable for project completion. (p. 6)
The project manager is responsible for day-to-day management of the project and must be competent in managing the six aspects of a project, i.e. scope, schedule, finance, risk, quality and resources. (p. 12)
The person given the authority and responsibility to manage the project on a day-to-day basis to deliver the required products within the constraints agreed with the Project Board. (p. 11)
Risk Cumulative effect of the probability of uncertain occurrences that may positively or negatively affect
An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project
Potential…events that, if they occur, may have a positive or negative impact on the project
The potential of an action or event to impact on the achievement of objectives. (p. 242)
An uncertain event or set of events that, should it occur, will have an effect on the achievement of
objectives. (p. 559) objectives. (p. 25) objectives. A risk is measured by a combination of the probability of a perceived threat or opportunity occurring, and the magnitude of its impact on objectives. (p. 14)
Work Breakdown Structure
Hierarchically structured grouping of project elements that organizes and defines the total scope of the project. (p. 470)
A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. (p. 567)
A hierarchical decomposition framework for presenting the work that needs to be completed, in order to achieve the project objectives. (p. 18)
Breakdown structure: A hierarchical structure by which project elements are broken down, or decomposed. Examples include work breakdown structure (WBS) (p. 234)
Product breakdown structure: A hierarchy of all the products to be produced during a plan. (p. 9)
[PRINCE2 distinguishes specialized business products from management products and uses a technique called Product-based Planning (reference Managing Successful Projects with PRINCE2™ , produced by OGC, Appendix D p. 279-283)
As with terminology, each project management organization has its own specific, copyrighted methodology. In practice, these various methodologies have similarities. However, if you are working towards a credential, it is imperative that you read and master the language and thought processes for that particular methodology. Credential examinations measure your understanding of an organization’s methodology—not generic project management. This requires effort on your part during study and preparation. Here is an overview of the main project management methodologies.
Project Management Institute (PMI)—A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
4.1 Develop Project
Charter
4.2 Develop Project
Management Plan
4.3 Direct and Manage
Project Work
4.4 Monitor and Control
Project Work
4.6 Close Project or Phase
4.5 Perform Integrated
Change Control
5.1 Plan Scope
Management
5.2 Collect Requirements 5.5 Validate Scope
5.3 Define Scope 5.6 Control Scope
5.4 Create WBS
6.1 Plan Schedule
Management
6.2 Define Activities 6.7 Control Schedule
6.3 Sequence Activities
6.4 Estimate Activity
Resources
6.5 Estimate Activity
Durations
6.6 Develop Schedule
7.1 Plan Cost Management
7.2 Estimate Costs 7.4 Control Costs
7.3 Determine Budget
8Project Quality
Management
8.1 Plan Quality
Management
8.2 Perform Quality
Assurance
8.3 Control Quality
9.1 Plan Human Resource
Management
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10
Project
Communications
Management
10.1 Plan Communications
Management
10.2 Manage
Communications
10.3 Control
Communications
11.1 Plan Risk Management 11.6 Control Risks
11.2 Identify Risks
11.3 Perform Qualitative
Risk Analysis
11.4 Perform Quantitative
Risk Analysis
11.5 Plan Risk Responses
12
Project
Procurement
Management
12.1 Plan Procurement
Management
12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements
13Project Stakeholder
Management
13.1 Identify Stakeholders 13.2 Plan Stakeholder
Management
13.3 Manage Stakeholder
Engagement
13.4 Control Stakeholder
Engagement
9
Project Human
Resource
Management
11Project Risk
Management
5Project Scope
Management
6Project Time
Management
7Project Cost
Management
Knowledge Area
PMI® PMBOK® Guide Project Management Process GroupsInitiating Process
Group
Planning Process
Group
Executing Process
Group
Monitoring &
Controlling Process
Group
Closing Process
Group
4Project Integration
Management
Source: Table 3-1. Project Management Process Group and Knowledge Area Mapping (p. 61).
Quality 4.3.32 Plan quality 4.3.33 Perform quality assurance
4.3.34 Perform quality control
Procurement 4.3.35 Plan procurements
4.3.36 Select suppliers
4.3.37 Administer procurements
Communication 4.3.38 Plan communications
4.3.39 Distribute information
4.3.40 Manage communications
Note: The purpose of this table is not to specify a chronological order for carrying out the activities. Its purpose is to map subject groups and process groups.
Source: Table 1–Project management processes cross-referenced to process and subject groups.
Entry-Level Qualification None None None PRINCE2® Foundation
Eligibility Requirements
Classroom training Project experience Project management
experience
23 hours 5 years 1500 hours
Requirements if you have a baccalaureate degree: 35 hours 3 years 4,500 hours Requirements if you have a less than a baccalaureate degree: 35 hours 5 years 7,500 hours
