The body of knowledge of the project management profession continues to grow, and PMI aims to update the PMBOK® Guide on a periodic basis. The Project Management Body of Knowledge (PMBOK®) is an umbrella term that describes the body of knowledge within the project management profession.
PURPOSE OF THIS GUIDE
As with other professions such as law, medicine and accounting, knowledge lies in the hands of the practitioners and academics who apply and advance that knowledge. The complete body of knowledge in project management includes knowledge of proven traditional practices that have been widely applied, as well as knowledge of innovative and advanced practices that have been applied to a more limited extent, and includes both published and unpublished material.
SAMPLE
WHAT IS A PROJECT?
In addition, temporary generally does not apply to the product or service created by the project. The presence of repetitive elements does not change the fundamental uniqueness of the project work.
WHAT IS PROJECT MANAGEMENT?
Chapter 4, Project Integration Management, describes the processes required to ensure that the various elements of the project are properly coordinated. Chapter 6, Project Time Management, describes the processes required to ensure timely completion of the project.
RELATIONSHIP TO OTHER MANAGEMENT DISCIPLINES
RELATED ENDEAVORS
Projects and project management operate in an environment that is wider than that of the project itself. This chapter describes key aspects of the project management context that are not covered elsewhere in this document.
PROJECT PHASES AND THE PROJECT LIFE CYCLE
The project life cycle definition will also determine which transitional actions at the beginning and end of the project are included and which are not. In this way, the project life cycle definition can be used to link the project to the ongoing operations of the executing organization.
PROJECT STAKEHOLDERS
Generally, differences between or between stakeholders should be resolved in favor of the customer. Finding appropriate solutions to such differences can be one of the major challenges of project management.
ORGANIZATIONAL INFLUENCES
Weak matrices retain many of the characteristics of a functional organization, and the role of the project manager is more of a coordinator or expeditor role than a leader role. Similarly, strong matrices have many of the characteristics of a project organization—full-time project managers with high authority and full-time project administrative staff.
KEY GENERAL MANAGEMENT SKILLS
A project office can operate on a continuum from providing support functions to project managers in the form of training, software, templates, etc. to actually being responsible for the results of the project. Leadership must be demonstrated at all levels of the project (project leadership, technical leadership and team leadership).
SOCIAL-ECONOMIC-ENVIRONMENTAL INFLUENCES
Project management is an integrative endeavor – action or inaction in one area usually affects other areas. Many project management practitioners refer to the triple project constraint as a framework for evaluating competing requirements.
PROJECT PROCESSES
The project management processes that are applicable to most projects, most of the time, are described briefly in this chapter and detailed in Chapters 4 through 12. For example, project scope cannot be defined in the absence of some basic understanding of how to create the product.
PROCESS GROUPS
This progressive detailing of the project plan is often called rolling wave planning, indicating that planning is an iterative and continuous process. Involving stakeholders in project phases generally improves the probability of meeting customer requirements and realizes shared ownership of the project by stakeholders, which is often critical to project success.
PROCESS INTERACTIONS
The relationships between project planning processes are shown in Figure 3-5 (this chart is an explosion of the ellipse labeled “Planning Processes” in Figure 3-1). Interactions between other planning processes depend more on the nature of the project.
CUSTOMIZING PROCESS INTERACTIONS
MAPPING OF PROJECT MANAGEMENT PROCESSES
THE PROJECT MANAGEMENT KNOWLEDGE AREAS
Project Integration Management 5. Project Scope Management
Project Human Resource Management 10. Project Communications Management
Project Procurement Management
- PROJECT PLAN DEVELOPMENT
- PROJECT PLAN EXECUTION
- INTEGRATED CHANGE CONTROL
- INITIATION
- SCOPE PLANNING
- SCOPE DEFINITION
- SCOPE VERIFICATION
- SCOPE CHANGE CONTROL
- ACTIVITY DEFINITION
- ACTIVITY SEQUENCING
- ACTIVITY DURATION ESTIMATING
- SCHEDULE DEVELOPMENT
- SCHEDULE CONTROL
- RESOURCE PLANNING
- COST ESTIMATING
- COST BUDGETING
- COST CONTROL
- QUALITY PLANNING
- QUALITY ASSURANCE
- QUALITY CONTROL
- ORGANIZATIONAL PLANNING
- STAFF ACQUISITION
- TEAM DEVELOPMENT
- COMMUNICATIONS PLANNING
- INFORMATION DISTRIBUTION
- PERFORMANCE REPORTING
- ADMINISTRATIVE CLOSURE
- RISK MANAGEMENT PLANNING
- RISK IDENTIFICATION
- QUALITATIVE RISK ANALYSIS
- QUANTITATIVE RISK ANALYSIS
- RISK RESPONSE PLANNING
- RISK MONITORING AND CONTROL
- PROCUREMENT PLANNING
- SOLICITATION PLANNING
- SOLICITATION
- SOURCE SELECTION
- CONTRACT ADMINISTRATION
- CONTRACT CLOSEOUT
The work of the project must be integrated with the ongoing activities of the implementing organization. A description of the project management approach or strategy (a summary of the individual management plans from the other knowledge areas). Ensure that changes in product scope are reflected in the project scope definition.
Project Team Knowledge - Individual project team members may recall previous factual data or estimates. The approved project plan, called the baseline plan (which must be technically and resource-feasible), is an integral part of the project plan described in Section 4.1.3.1. Assurance can be provided to the project management team and management of the executing organization (internal quality assurance) or to the client and others not actively involved in the work of the project (external quality assurance).
1 Risk management plan .2 Priority risk list .3 Project risk classification .4 Priority list. The first iteration can be done by part of the project team or the risk management team.
APPENDICES
Contributors and Reviewers of PMBOK ® Guide 2000 Edition D. Notes
Application Area Extensions
Additional Sources of Information on Project Management G. Summary of Project Management Knowledge Areas
- PMI STANDARDS DOCUMENTS
- DEVELOPMENT OF ORIGINAL WORKS
- ADOPTION OF NONORIGINAL WORKS AS STANDARDS
- INITIAL DEVELOPMENT
The Manager will submit all proposals received to the PMI Standards Program Member Advisory Group, which will decide with the Manager whether to accept or reject each proposal. The PMI Standards Program Member Advisory Group must approve the Manager's plan for public review. When the PMI Standards Manager and the PMI Standards Program Member Advisory Group have approved a proposed PMI Standards Document, the Manager will promptly submit the document to the PMI Executive Director for final review and approval.
The manager will submit all proposals received to an advisory group of PMI standards program members, who will decide, together with the manager, whether to accept or reject each proposal. Once the PMI Standards Manager and the PMI Standards Member Advisory Group approve the proposed PMI Standards document, the Manager will promptly submit the document to the PMI Executive Director for final review and approval. The manager will prepare a proposal for the PMI CEO to address the future relationship with the material owner(s).
B.2 1986–87 UPDATE
Accreditation was taken up by John Adams and his group at Western Carolina University, resulting in the development of accreditation guidelines and a program for the certification of Project Management Professionals (PMPs) led by Dean Martin. The results of the ESA project were published in a special report in the Project Management Journal in August 1983. Western Carolina University's Master's Degree in Project Management was accredited in 1983 and the first PMPs were certified in 1984.
Risk management has been added as a separate knowledge area to better cover this topic. Subsequently, a number of editorial changes and corrections were incorporated into the material, and it was approved by the PMI Board of Directors in March 1987. The final manuscript was published in August 1987 as a stand-alone document entitled The Project Management Body of Knowledge.
B.3 1996 UPDATE
- PMI PROJECT MANAGEMENT STANDARDS PROGRAM MEMBER ADVISORY GROUP
- PMBOK ® GUIDE UPDATE PROJECT TEAM
- CONTRIBUTORS
- REVIEWERS
- CONTRIBUTIONS TO PREDECESSOR DOCUMENTS
- PRODUCTION STAFF
- INTRODUCTION
- THE PROJECT MANAGEMENT CONTEXT
- PROJECT MANAGEMENT PROCESSES
- PROJECT INTEGRATION MANAGEMENT
- PROJECT SCOPE MANAGEMENT
- PROJECT TIME MANAGEMENT
- PROJECT COST MANAGEMENT
- PROJECT QUALITY MANAGEMENT
- PROJECT HUMAN RESOURCE MANAGEMENT
- PROJECT COMMUNICATIONS MANAGEMENT
- PROJECT RISK MANAGEMENT
- PROJECT PROCUREMENT MANAGEMENT
- NEED FOR APPLICATION AREA EXTENSIONS
- CRITERIA FOR DEVELOPMENT OF APPLICATION AREA EXTENSIONS
- PUBLISHING AND FORMAT OF APPLICATION AREA EXTENSIONS
- PROCESS FOR DEVELOPMENT AND MAINTENANCE OF APPLICATION AREA EXTENSIONS
- PROFESSIONAL AND TECHNICAL ORGANIZATIONS
- COMMERCIAL PUBLISHERS
- PRODUCT AND SERVICE VENDORS
- EDUCATIONAL INSTITUTIONS
The following individuals served as project team members for this 2000 Edition of the PMBOK® Guide, under the leadership of Cynthia A. In addition to members of the PMI Standards Program Member Advisory Group and the PMBOK®Guide Project Team, the following individuals provided original text or key concepts for one or more sections in the indicated chapters. Upon acceptance of the proposal, the project team will prepare a project charter for approval by the sponsoring group and the PMI standards program team.
It includes a requirement for periodic review of the extension with reports to the PMI Standards Program Team and a “Sunset Clause” that specifies when and under what conditions the extension will be removed from active status as a PMI standard. The PMI Standards Manager, with the support of the PMI Standards Program Member Advisory Group, will monitor and support the development of the approved project. When the expansion is completed to the satisfaction of the sponsoring organization, it will be submitted to the PMI Standards Manager, who will manage the final approval and publication processes in accordance with the PMI Standards-Setting Process.
PROJECT INTEGRATION MANAGEMENT
PROJECT SCOPE MANAGEMENT
PROJECT TIME MANAGEMENT
PROJECT COST MANAGEMENT
PROJECT QUALITY MANAGEMENT
PROJECT HUMAN RESOURCE MANAGEMENT
PROJECT COMMUNICATIONS MANAGEMENT
PROJECT RISK MANAGEMENT
PROJECT PROCUREMENT MANAGEMENT
GLOSSARY AND INDEX
INCLUSIONS AND EXCLUSIONS
Unique or nearly unique to project management (eg, scope statement, work package, work breakdown structure, critical path method). Not unique to project management, but used differently or with a narrower meaning in project management than in general everyday usage (eg, early start date, activity, task). Variants when the meaning of the variant is clear from the base term (eg, exception reporting is included, exception reporting is not).
A preponderance of terms related to project scope management, project time management and project risk management, as many of the terms used in these knowledge areas are unique or nearly unique to project management. Relatively few terms related to Project Human Resource Management and Project Communication Management, as most of the terms used in these knowledge areas are not significantly different from everyday usage. Relatively few terms related to Project Cost Management and Project Procurement Management, as many of the terms used in these knowledge areas have narrow meanings specific to a specific application area.
COMMON ACRONYMS
TC Target Completion Date TF Total Float or Target Finish Date TQM Total Quality Management.
DEFINITIONS
The sum of the approved cost estimates (may include overhead allocation) for activities (or portions of activities) completed during a given period (usually project-to-date). A type of contract where the buyer pays the seller's fixed amount (as defined by the contract), regardless of the seller's costs. Finish-to-begin—the commencement of the work of the successor depends on the completion of the work of the predecessor.
Finish-to-finish—the completion of the work of the successor cannot be completed until the work of the predecessor is completed. Start-to-start—the start of work of the successor depends on the start of work of the predecessor. Start-to-finish—the completion of the successor is dependent on the initiation of the predecessor.
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