Guide to Pmp Bok

A Guide To The

Project Management Body of Knowledge (PMBOK)

Significant Changes from the 3rd edition to the 4th edition

Major Changes• The adoption of the verb-noun format for process

names• Amplification as to Enterprise Environmental

Factors and Organizational Process Assets• Clarifications as to the relationships between

Corrective Actions, Preventative Actions, Defect Repairs, and Requested changes

• The elimination, addition, and consolidation of processes to tighten the logic of the process groups

• A division of the Project Management Plan documents from Project Documents that was unclear in the 3rd edition of the PMBOK

Major Changes (continued)• The establishment of a distinction between the

elements of a Project Charter from the Project Scope Statement

• The elimination of process flow diagrams that were often interpreted as activity diagrams rather than logical flows

• More emphasis on the logical connections between the processes (where outputs become inputs to follow-on processes)

• An appendix that is intended to emphasize the need for soft (interpersonal) skills

Name Changes

• PMBOK, 3rd edition– Verb-Noun Titles

• e.g., Create WBS; Develop Project Management Plan

– Noun-Verb Titles• e.g., Scope Planning; Cost Control

• PMBOK, 4th edition– All processes titled in Verb-Noun format

Verb-Noun Examples

• Old PMBOK– Activity Definition– Activity Sequencing– Activity Resource

Estimating– Activity Duration

Estimating– Cost Estimating– Cost Budgeting

• New PMBOK– Define Activities– Sequence Activities– Estimate Activity

Resources– Estimate Activity

Durations– Estimate Costs– Determine Budget

Enterprise Environmental Factors• The Organization’s Enterprise Environmental factors and systems that

influence the project’s success– Culture, structure, processes– Government and Industry Standards– Infrastructure (existing facilities and equipment)– Existing Human Resources (skills, disciplines and knowledge)– Personnel Administration– Work authorization system– Marketplace conditions– Stakeholder Risk Tolerance– Political climate– Established communications channels– Commercial databases (e.g., standardized cost estimating data, industry risk study

information)– PMIS

6

Organizational Process Assets

7

• Processes and Procedures• Processes, policies, standardized guidelines, templates,

communication requirements, closure guidelines, financial controls, issue and defect management, risk management, and work authorization procedures

• Corporate Knowledge Base• Databases (process measurement, issues and defects,

configuration management, and financial), Project files, historical information

Change Requests, et al

• Corrective Actions• Preventive Actions• Defect Repairs

• Change Requests

Short-term actions

Long-term actions

Project Integration Management Inputs and Outputs

Monitor and Control

Project Work

PerformIntegrated

ChangeControl

•Project Management Plan

•Change RequestsCorrective Actions Preventive Actions Defect Repairs

•Project ManagementPlan •Change Request Status Updates

•Project Man. Plan Updates

•PM Plan Updates•Project Documentation Updates

•Performance Reports

•Work Performance Information

New Category of “Change Request”

• Updates to the contents of plans, documents, etc.

PlanningProcess Group

InitiatingProcess Group

ExecutingProcess Group

Monitoring & ControllingProcess Group

ClosingProcess Group

IntegrationManagement

Develop Project CharterDevelop Preliminary Project Scope Statement

Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project WorkIntegrated Change Control

Close Project

Scope Management Scope PlanningScope DefinitionCreate WBS

Scope VerificationScope Control

Time Management

Activity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimationSchedule Development

Schedule Control

Cost Management

Cost EstimatingCost Budgeting

Cost Control

QualityManagement

Quality Planning Perform Quality Assurance Perform Quality Control

HumanResourceManagement

Human Resource Planning Acquire Project TeamDevelop Project Team

Manage Project Team

CommunicationsManagement

Communications Planning Information Distribution Performance ReportingManage Stakeholders

RiskManagement

Risk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response Planning

Risk Monitoring and Control

ProcurementManagement

Plan Purchases and AcquisitionsPlan Contracting

Request Seller ResponsesSelect Sellers

Contract Administration Contract Closure

Processes

• Changes to the matrix of Processes– In addition to the wording changes (verb-noun

format)

13











Close Project



Time Management


Schedule Control

Cost Management


Cost Control

QualityManagement




Manage Project Team



RiskManagement







14











Close Project



Time Management


Schedule Control

Cost Management


Cost Control

QualityManagement




Manage Project Team



RiskManagement







15

Knowledge Area: Communications Management


Process: Identify Stakeholders

“The process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.”

-PMBOK

16

Identify Stakeholders

• Inputs– Project Charter– Procurement Documents– Enterprise Environmental Factors– Organizational Process Assets

17

Inputs: Project Charter

• Utilize information provided in Charter about– sponsors– customers– team members – groups– departments

that are involved in project

18

Inputs: Procurement Documents

• If the project is:– The result of a procurement activity– Based on an established contract

• Parties to that contract are then key project stakeholders

19


• Tools and Techniques– Stakeholder Analysis– Expert Judgment

20

Tools and Techniques: Stakeholder Analysis

• Step 1: Identify all potential stakeholders– Roles– Departments– Interests– Knowledge levels– Expectation– Influence levels

21

Tools and Techniques: Stakeholder Analysis

• Step 2: Identify the potential impact or support; classify– Power/interest grid– Power/influence grid– Influence/impact grid– Salience model

Level of authority – powerLevel of concern – interestActive involvement – influenceEffect changes to planning/execution - impact

Example: Power/Interest Grid

22

KeepSatisfied

ManageClosely

Monitor KeepInformed

Power

Interest

High

HighLow

Low

23


• Outputs– Stakeholder Register– Stakeholder Management Strategy

24

Outputs: Stakeholder Registry

• Identification Information• Assessment Information• Stakeholder Classification

– Internal/external– Supporter/neutral/resistor, etc.

25

Outputs: Stakeholder Management Strategy

• Includes– Key stakeholders– Level of participation desired– Stakeholder groups and management (as groups)

Stakeholder Interest in Project

Assessment of Impact

Potential Strategies











Close Project



Time Management


Schedule Control

Cost Management


Cost Control

QualityManagement




Manage Project Team



RiskManagement







27

Knowledge Area: Scope Management

Process: Collect Requirements


“Scope Planning – Collect Requirements is the process of defining stakeholders needs to meet the project objectives.”

-PMBOK

28

Collect Requirements

• Inputs– Project Charter– Stakeholder Register

29


• Tools and Techniques– Interviews– Focus Groups– Facilitated Workshops– Group Creativity Technique– Group Decision Making Techniques– Questionnaires and Surveys– Observations– Prototypes

30


• Outputs– Requirements Documentation– Requirements Management Plan– Requirements Traceability Matrix











Close Project



Time Management


Schedule Control

Cost Management


Cost Control

QualityManagement




Manage Project Team



RiskManagement

















Close Project



Time Management


Schedule Control

Cost Management


Cost Control

QualityManagement




Manage Project Team



RiskManagement







33

Knowledge Area: Communications Management

Process: Manage Stakeholder Expectations


“Manage Stakeholder Expectations – The process of communicating and working with stakeholders to meet their needs and addressing issuesas they occur.”

- PMBOK

Manage Stakeholder Expectations

• Actively managing expectations• Addressing concerns that are not yet issues• Clarifying and resolving issues that have

been identified

34

35


• Inputs– Stakeholder Register*– Stakeholder

Management Strategy*– Project Management

Plan*– Issue Log– Change Log– Organizational Process

Assets*

*Already Discussed

36

Inputs: Issue Log

• Or Action Log• Used to document monitor issues resolution• Facilitates communication• Ensures common understanding• Owner assigned for each issue

37

Inputs: Change Log

• Document changes during project

38


• Tools and Techniques– Communication

Methods*– Interpersonal Skills– Management Skills

*Already Discussed

39

Tools and Techniques: Interpersonal Skills

• Includes:– Building Trust– Resolving Conflict– Active Listening– Overcoming Resistance to Change

40

Tools and Techniques: Management Skills

• Includes:– Presentation skills– Negotiating– Writing skills– Public speaking

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• Outputs– Organizational Process Assets Updates*– Change Requests*– Project Management Plan Updates*– Project Document Updates

*Already Discussed

42

Outputs: Project Document Updates

• Stakeholder Management Strategy• Stakeholder Register• Issue Log











Close Project



Time Management


Schedule Control

Cost Management


Cost Control

QualityManagement




Manage Project Team



RiskManagement













Develop Project Charter Develop Project Management Plan


Monitor and Control Project WorkPerform Integrated Change Control

Close Project or Phase

Scope Management Collect RequirementsDefine ScopeCreate WBS

Verify ScopeControl Scope

Time Management

Define ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop Schedule

Control Schedule

Cost Management

Estimate CostsDetermine Budget

Control Costs

QualityManagement

Plan Quality Perform Quality Assurance Perform Quality Control


Develop Human Resource Plan Acquire Project TeamDevelop Project TeamManage Project Team


Identify Stakeholders Plan Communications Distribute InformationManage Stakeholder Expectations

Report Performance

RiskManagement

Plan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Response

Monitor and Control Risks


Plan Procurements Conduct Procurements Administer Procurements Close Procurements

Project Management Plan / Project Documents

• Content of Old Project Management Plan– 3 Baselines– Subsidiary Management Plans– And anything else you could think of

• Content of New Project Management Plan– 3 Baselines– Subsidiary Management Plans

And anything else …

• New category of input/output– Project Document

47

The ThreeBaselinesScope

PlanningScope

Definition

CreateWBS

ActivityDefinition

Act. Res.Estimating

ActivityDuration Est.

ActivitySequencing

ScheduleDevelop.

CostEstimating

CostBudgeting*

48

The ThreeBaselinesCollect

Require.DefineScope

CreateWBS

DefineActivities

Est. ActivityResources

Est. ActivityDurations

SequenceActivities

DevelopSchedule

EstimateCosts

DetermineBudget

49

Subsidiary Project Management Plans – The 9 Knowledge Areas

• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management

50


• Integration Management• Scope Management

– Requirements Management Plan - NEW• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management

51


• Integration Management• Scope Management• Time Management

– Schedule Management Plan• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management

52


• Integration Management• Scope Management• Time Management• Cost Management

– Cost Management Plan• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management

53


• Integration Management• Scope Management• Time Management• Cost Management• Quality Management

– Quality Management Plan– Process Improvement Plan

• Human Resource Management• Communications Management• Risk Management• Procurement Management

54


• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management

– Human Resource Plan - NEW• Communications Management• Risk Management• Procurement Management

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• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management

– Communications Management Plan• Risk Management• Procurement Management

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• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management

– Risk Management Plan• Procurement Management

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• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management

– Procurement Management Plan

58

Outputs: Project Charter• Specifically:

– Project purpose or justification– Project Objectives– High Level Requirements– High Level Project Description– High Level Risks– Summary Milestone Schedule– Summary Budget– Project Approval Requirements– Assigned project manager, responsibility, authority– Name and authority of the sponsor

Other Changes

• Process Flow Diagrams• Logical Connections between Processes• Interpersonal Skills

Miscellaneous

• Life Cycle Explanations• New Organizational Structure

The Project Life Cycle

• All projects can be mapped to the following life cycle structure:– Starting the Project– Organizing and Preparing– Carrying out the Project Work– Closing the Project

61

Generic Life Cycle Structure

• Cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close

• Stakeholder influences, risk, and uncertainty are greatest at the start of the project and decrease over the life of the project

• Ability to influence the final characteristics of the project’s product without significantly impacting cost is highest at the start of the project and decreases as the project progresses

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Product vs. Project Life Cycle

• Product life cycle consists generally of sequential and non-overlapping product phases

• The last Product Life Cycle phase is generally the product’s retirement

• Many possible relationships may exist to a project where the outcome of the project is a product

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Composite Organization

64

Involves all these structures at various levels Sometimes create a special project team to handle a critical

project May have many characteristics of a projectized

organization May include full-time staff from different functional

departments May develop its own set of operating procedures May operate outside the standard, formalized reporting

structure

Composite Organization

Project A Coordination

Project Members

Project B Coordination







Develop Project Charter Develop Project Management Plan


Monitor and Control Project WorkPerform Integrated Change Control

Close Project or Phase

Scope Management Collect RequirementsDefine ScopeCreate WBS

Verify ScopeControl Scope

Time Management

Define ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop Schedule

Control Schedule

Cost Management

Estimate CostsDetermine Budget

Control Costs

QualityManagement

Plan Quality Perform Quality Assurance Perform Quality Control


Develop Human Resource Plan Acquire Project TeamDevelop Project TeamManage Project Team


Identify Stakeholders Plan Communications Distribute InformationManage Stakeholder Expectations

Report Performance

RiskManagement

Plan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Response

Monitor and Control Risks


Plan Procurements Conduct Procurements Administer Procurements Close Procurements

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