PMBOK Guide

PMBOK Guide Project Management InstituteNewtown Square, Pennsylvania USASECTION I: The Project Management Framework Chapter 1: IntroductionChapter 2: The Project Management ContextChapter 3: Project Management Processes Chapter 1: Introduction Project Management Body of Knowledge (PMBOK)The sum of knowledge within the profession of project management.

The knowledge of (both published and unpublished) widely applied, proven traditional practices and knowledge of less frequently used innovative and advanced practices.Project Versus OperationsWork Involves either operations or projects.

A Project is a temporary (Start and Stop points) endeavor undertaken to create a unique product or service.

Projects are a means for organizations to respond to those requests that cannot be addressed within the organization's normal operational limits.

The objective of a project is to attain the objective and close the project.

The objective of an ongoing non-projectized operation is normally to sustain the business. Unique Product/Service/Result A product or service resulting from a project may be unique even if the category to which it belongs is large.

A projects outcome (deliverable) product or service typically continue even though the project ends.

The presence of repetitive elements within project completion does not change the fundamental uniqueness of the project work. Progressive Elaboration Because the product of each project is unique, the characteristics that distinguish the product or service must be progressively elaborated.

Progressively means "proceeding in steps; continuing steadily by increments."

Elaborated means "worked out with care and detail; e.g. developed thoroughly.

Progressive elaboration of product characteristics must be carefully coordinated with proper project scope definition, particularly if the project is performed under contract. PROJECT MANAGEMENT Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.Use of PM knowledge, skills, tools, and techniques to lead a project from start to finish

Project management is accomplished through the use of the processes such as: initiating, planning, executing, controlling, and closing.

The project team manages the work of the projects.Work of the Projects Competing demands for: scope, time, cost, risk, and quality.

Stakeholders with differing needs and expectations.

Identified requirements. Project Management Knowledge Areas Project ManagementProject Integration ManagementProject Plan Development Project Plan ExecutionIntegrated Change Control Project Scope ManagementInitiationScope PlanningScope DefinitionScope VerificationScope Change Control Project Time ManagementActivity DefinitionActivity SequencingActivity Duration EstimatingSchedule DevelopmentSchedule Control Project Cost ManagementResource PlanningCost EstimatingCost BudgetingCost Control Project Quality ManagementQuality PlanningQuality AssuranceQuality Control Project Human Resource ManagementOrganizational PlanningStaff AcquisitionTeam Development Project Communications ManagementCommunications PlanningInformation DistributionPerformance ReportingAdministrative Closure Project Risk ManagementRisk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response PlanningRisk Monitoring and Control Project Procurement ManagementProcurement PlanningSolicitation PlanningSolicitationSource SelectionContract AdministrationContract Closeout Relationship of Project Management to Other Management Disciplines

General ManagementGeneral management encompasses planning, organizing, staffing, executing, and controlling the operations of an ongoing enterprise. Application AreasApplication areas are categories of projects that have common elements significant in such projects, but are not needed or present in all projects. Programs A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually.

Examples: Programs of projects to increase donations to charitable organizations.Programs of projects to complete types of construction endeavors.Subprojects Projects are frequently divided into more manageable components or subprojects and treated as completely distinct but related projects. Project Portfolio Management Project portfolio management refers to the selection and support of projects or program investments; e.g. sequencing and assigning priority to current projects relative current organizational resources. Chapter 2: The Project Management Context Project Life Cycle The collection of phases that are performed in completing a project.

Each project phase is marked by completion of one or more deliverables.

The conclusion of a project phase is generally marked by a review of both key deliverables and project performance to date.Determine if the project should continue into its next phase.Detect and correct errors.

The project life cycle defines the beginning and the end of a project.

Project life cycles generally define:What technical work should be done in each phase.Who should be involved in each phase.

Typical Project Life CycleProject Phase DeliverablesA deliverable is a tangible, verifiable work product such as a feasibility study, a detail design, or a working prototype.

Deliverables from the preceding phase are usually approved before work starts on the next phase.

Project StakeholdersProject stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion; they may also exert influence over the project and its results.

Key StakeholdersProject managerthe individual responsible for managing the project. Customerthe individual or organization that will use the project's product or service.Performing organizationthe enterprise whose employees are most directly involved in doing the work of the project. Project team membersthe group that is performing the work of the project. Sponsorthe individual or group within or external to the performing organization that provides the financial resources, in cash or in kind, for the project.

Stakeholder expectations must be carefully managed since stakeholders often have very different and conflicting objectives for the project. Organizational Influences to Projects Organizational Systems.Organizational Cultures and Styles.Organizational Structure.Project Office.Project-based OrganizationsProject-based organizations are organizations whose operations consist primarily of projects.Organizations that derive their revenue primarily from performing projects for others.Organizations that have adopted management by projects.

Nonproject-based organizations often lack management systems designed to support project needs efficiently and effectively. Organizational Cultures/Styles Organizational culture is reflected in their shared values, norms, beliefs, and expectations; in their policies and procedures; in their view of authority relationships; etc. Organizational Structure Functional Structure

Matrix Structure

Projectized StructureMatrix Organizational StructureMatrix organizations are a blend of functional and projectized characteristics.

Weak matrices maintain many of the characteristics of a functional organization, and the project manager role is more of a coordinator or expediter than a manager.

Strong matrices have many of the characteristics of the projectized organizationfull-time project managers with considerable authority and full-time project administrative staff.

Organizational Structure Influences on Projects Key General Management Skills Finance and accounting, sales and marketing, research and development, and manufacturing and distribution.

Strategic planning, tactical planning, and operational planning.

Organizational structures, organizational behavior, personnel administration, compensation, benefits, and career paths.

Managing work relationships through motivation, delegation, supervision, team building, conflict management, and other techniques.

Managing oneself through personal time management, stress management, and other techniques. Leading Establishing directiondeveloping both a vision of the future and strategies for producing the changes needed to achieve that vision.

Aligning peoplecommunicating the vision by words and deeds to all those whose cooperation may be needed to achieve the vision.

Motivating and inspiringhelping people energize themselves to overcome political, bureaucratic, and resource barriers to change. Communicating Communicating involves the exchange of information.

Communicating Dimension ExamplesWritten and oral, listening and speaking.Internal (within the project) and external (to the customer, the media, the public, etc.).Formal (reports, briefings, etc.) and informal (memos, ad hoc conversations, etc.).Vertical (up and down the organization) and horizontal (with peers and partner organization). Negotiating Negotiating involves conferring with others to come to terms with them or reach an agreement.

Negotiation Item ExamplesScope, cost, and schedule objectives.Changes to scope, cost, or schedule.Contract terms and conditions.Assignments.Resources. Problem Solving Problem solving involves a combination of problem definition and decision-making.

Problem definition requires distinguishing between causes and symptoms to determine the essential reasons for a problem.

Decision-making includes analyzing the problem to identify viable solutions, and then making a choice from among them. Influencing the OrganizationInfluencing the organization involves the ability to "get things done."

Influencing the organization also requires an understanding of the mechanics of power and politics. Power is the potential ability to influence behavior, to change the course of events, to overcome resistance, and to get people to do things that they would not otherwise do. Politics is about getting collective action from a group of people who may have quite different interests. Social-Economic-Environmental Influences All projects exist within a social-economic-environmental setting that may influence various aspects of the project.

Prominent social-economic-environmental influences.Standards and RegulationsInternationalization Cultural Influences StandardA standard is a "document approved by a recognized body, that provides, for common and repeated use, rules, guidelines, or characteristics for products, processes or services with which compliance is not mandatory." RegulationA regulation is a "document, which lays down product, process or service characteristics, including the applicable administrative provisions, with which compliance is mandatory." CultureCulture is the "totality of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of human work and thought.Chapter 3: Project Management ProcessesProject Processes A process is "a series of actions bringing about a result.

Project processes typically consist of project management processes and product-oriented processes.Project management processes describe, organize, and complete the work of the project.Product-oriented processes specify and create the project's product.

Project management processes and product-oriented processes overlap and interact throughout the project. Project Management Processes Initiating processesauthorizing the project or phase.

Planning processesdefining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address.

Executing processescoordinating people and other resources to carry out the plan.

Controlling processesensuring that project objectives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary.

Closing processesformalizing acceptance of the project or phase and bringing it to an orderly end. Process Group LinkagesThe process groups are linked by the results they producethe result or outcome of one often becomes an input to another.

Among the central process groups, the links are iteratedplanning provides executing with a documented project plan early on, and then provides documented updates to the plan as the project progresses.

Project management process groups are not discrete, one-time events; they are overlapping activities that occur at varying levels of intensity throughout each phase of the project.

Process group interactions also cross phases such that closing one phase provides an input to initiating the next. Process Group Links within a Project Phase InitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcessesArrows Depict Information FlowsOverlap of Process Groups within a Project Phase

InitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcessesDesign PhaseInitiatingProcessesPlanningProcessesControllingProcessesExecutingProcessesClosingProcessesImplementation PhasePreviousPhasesSubsequentPhasesProcess Group Interaction between Project Phases Process ElementsInputsdocuments or documentable items that will be acted upon.

Tools and techniquesmechanisms applied to the inputs to create the outputs.

Outputsdocuments or documentable items that are a result of the process. Initiating Processes Authorizing the project or phase (part of project scope management).

Project or phase initiation is the process wherein a suggestion or idea is transformed into an actual project.Planning Processes Planning processes include core processes and facilitating processes.

Planning is an ongoing effort throughout the life of the project.

Core Planning ProcessesScope Planningdeveloping a written scope statement as the basis for future project decisions.

Scope Definitionsubdividing the major project deliverables into smaller, more manageable components.

Activity Definitionidentifying the specific activities that must be performed to produce the various project deliverables.

Activity Sequencingidentifying and documenting interactivity dependencies.

Activity Duration Estimatingestimating the number of work periods that will be needed to complete individual activities.

Core Planning ProcessesSchedule Developmentanalyzing activity sequences, activity durations, and resource requirements to create the project schedule.

Risk Management Planningdeciding how to approach and plan for risk management in a project.

Resource Planningdetermining what resources (people, equipment, materials, etc.) and what quantities of each should be used to perform project activities.

Cost Estimatingdeveloping an approximation (estimate) of the costs of the resources required to complete project activities.

Cost Budgetingallocating the overall cost estimate to individual work packages.

Project Plan Developmenttaking the results of other planning processes and putting them into a consistent, coherent document.

Planning Facilitating Processes Quality Planningidentifying which quality standards are relevant to the project and determining how to satisfy them.

Organizational Planningidentifying, documenting, and assigning project roles, responsibilities, and reporting relationships.

Staff Acquisitiongetting the human resources needed assigned to and working on the project.

Communications Planningdetermining the information and communications needs of the stakeholders: who needs what information, when will they need it, and how will it be given to them.

Risk Identificationdetermining which risks are likely to affect the project and documenting the characteristics of each.

Planning Facilitating ProcessesQualitative Risk Analysisperforming a qualitative analysis of risks and conditions to prioritize their effects on project objectives.

Quantitative Risk Analysismeasuring the probability and impact of risks and estimating their implications for project objectives.

Risk Response Planningdeveloping procedures and techniques to enhance opportunities and to reduce threats to the project's objectives from risk.

Procurement Planningdetermining what to procure, how much to procure, and when.

Solicitation Planningdocumenting product requirements and identifying potential sources.Executing ProcessesExecuting processes include core processes and facilitating processes.

Project Plan Executioncarrying out the project plan by performing the activities included therein.

Quality Assuranceevaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.

Team Developmentdeveloping individual and group skills/competencies to enhance project performance.

Information Distributionmaking needed information available to project stakeholders in a timely manner.

Solicitationobtaining quotations, bids, offers, or proposals as appropriate.

Source Selectionchoosing from among potential sellers.

Contract Administrationmanaging the relationship with the seller.

Controlling Processes Controlling processes include core processes and facilitating processes.

Integrated Change Controlcoordinating changes across the entire project.

Scope Verificationformalizing acceptance of the project scope.

Scope Change Controlcontrolling changes to project scope.

Schedule Controlcontrolling changes to the project schedule.

Cost Controlcontrolling changes to the project budget.

Quality Controlmonitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

Performance Reportingcollecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting.

Risk Monitoring and Controlkeeping track of identified risks, monitoring residual risks and identifying new risks, ensuring the execution of risk plans, and evaluating their effectiveness in reducing risk.

Closing Processes Contract Closeoutcompletion and settlement of the contract, including resolution of any open items.

Administrative Closuregenerating, gathering, and disseminating information to formalize phase or project completion, including evaluating the project and compiling lessons learned for use in planning future projects or phases.

Mapping Of Project Management Processes and PMBOK Knowledge Areas