Project Management Body of Knowledge PMBOK Guide, 5th Ed

• What is Project Management?
• relationship Between Project Management, operations Management, and organizational Strategyand organizational Strategy
• Business Value
• Purpose of the PMBOK ® Guide
• What is a Project? 1
• the relationships Among Portfolios, Programs, and Projects
• relationships Among Portfolio Management, Program Management, 1

The PMBOK® Guide identifies that subset of the project management body of knowledge that is generally recognized as good practice. Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.

Figure 1-1. Portfolio, Program, and Project Management Interactions

Project Management, and organizational Project Management

• Program Management
• Portfolio Management
• Projects and Strategic Planning
• Project Management office
• relationship Between Project Management, operations Management, and organizational Strategy
• operations and Project Management
• organizations and Project Management
• role of the Project Manager
• responsibilities and competencies of the Project Manager
• Interpersonal Skills of a Project Manager
• Project Management Body of Knowledge

Since project management is a critical strategic discipline, the project manager becomes the link between the strategy and the team. This standard is limited to individual projects and the project management processes that are generally recognized as good practice.

table 1-1. comparative overview of Project, Program, and Portfolio Management Organizational Project Management

Project team 2.4 Project Life cycle2.4 Project Life cycle

• organizational cultures and Styles
• organizational communications
• organizational Structures
• organizational Process Assets
• Processes and Procedures
• corporate Knowledge Base
• Enterprise Environmental Factors

Weak matrix organizations retain many of the characteristics of a functional organization, but the project manager's role is more coordinating or facilitating. Guidelines and criteria for adapting the set of standard processes and procedures of the organization to meet the specific needs of the project;

table 2-1. Influence of organizational Structures on Projects

Project Stakeholders and Governance

• Project Stakeholders
• Project Governance
• Project Success

Users are persons or organizations that will use the product, service or result of the project. Organizational groups are internal stakeholders that are affected by the activities of the project group.

Figure 2-7. the relationship Between Stakeholders and the Project

Project team

• composition of Project teams

Team members who perform work to produce project deliverables. The relationship between the project manager and the team varies depending on the authority of the project manager.

Project Life cycle

• characteristics of the Project Life cycle
• Project Phases
• Phase-to-Phase relationships
• Predictive Life cycles
• Iterative and Incremental Life cycles
• Adaptive Life cycles

However, the project must take into account the current life cycle stage of the product. Risk and uncertainty (as illustrated in Figure 2.9) are greatest at the beginning of the project. The high-level nature of project phases makes them part of the project life cycle.

Figure 2-8. typical cost and Staffing Levels Across a Generic Project Life cycle Structure

Project MAnAGeMent Processes 3

Initiating Process Group 3.4 Planning Process Group3.4 Planning Process Group 3.5 Executing Process Group

Monitoring and controlling Process Group 3.7 closing Process Group3.7 closing Process Group

Project Information

The process groups are rarely either discrete or one-off events; they are overlapping activities that take place throughout the project. When available, the design document provides the product description for the planning and execution process groups in one or more subsequent phases. When a project is divided into phases, the process groups are used as needed to efficiently drive the project to completion in a controlled manner.

Figure 3-2 illustrates how the Process Groups interact and shows the level of overlap at various times

Project Management Process Groups

NOTE: The darker dashed lines represent relationships between Process Groups; the lighter dashed lines are outside the Process Groups.

Initiating Process Group

Initiation of processes can be done at the organizational, program or portfolio level and will therefore be outside the control level of the project. A process of evaluating alternatives can be used to determine the feasibility of the new business. Clear descriptions of the project's goals can be developed, including the reasons why a specific project is the best alternative to meet the requirements.

Planning Process Group

Updates resulting from approved changes during the project (generally during monitoring and control processes and specifically during the project work process directing and managing) can significantly impact parts of the project management plan and project documents. Other interactions between the processes within the Planning Process Group depend on the nature of the project. The results of the iterations are documented as updates to the project management plan or to various project documents.

Executing Process Group

The project team solicits input and encourages involvement from all stakeholders during project planning and development of the project management plan and project documents. These procedures will be influenced by the nature of the project, the defined boundaries of the project, the appropriate monitoring and control activities, and the environment in which the project will be carried out. For example, for some projects there will be little or no identifiable risks until a significant amount of planning has been done.

Monitoring and controlling Process Group

Archive all relevant project documents in the project management information system (PMIS) to be used as historical data. The project data is continuously collected and analyzed during the dynamic context of the project execution. Project integration management includes the processes and activities to identify, define, combine, unify and coordinate the various processes and project management activities within the Project Management process groups.

Figure 3-5 illustrates the flow of project information across the various processes used to manage the project.

In the context of project management, integration includes the characteristics of unification, consolidation, communication, and integrative actions that are critical to the controlled execution of a project through completion, the successful management of stakeholder expectations, and the fulfillment of requirements. Managing project integration involves making resource allocation decisions, making trade-offs between competing goals and alternatives, and managing interdependencies between project management knowledge areas. Project management processes are typically presented as discrete processes with defined interfaces, while in practice they overlap and interact in ways that cannot be fully detailed in the PMBOK® Guide.

Monitor and control Project Work—The process of tracking, reviewing, and reporting project progress against the performance objectives defined in the project management plan

Project Integration Management also includes the activities necessary to manage project documents to ensure consistency with the project management plan and the products, services, or capabilities. Transform the collected project information into a project management plan using a structured approach as described in the PMBOK® Guide;. The links between processes in Project Management Process Groups are often iterative in nature.

• develop Project charter: Inputs
• Project Statement of Work
• Business case
• Agreements
• Enterprise Environmental Factors
• organizational Process Assets
• develop Project charter: tools and techniques
• Expert Judgment
• Facilitation techniques
• develop Project charter: outputs
• Project charter

The design of a project proves the alignment of the project with the strategy and ongoing work of the organization. Typically, business need and cost-benefit analysis are included in the business case to justify the project. Facilitation techniques have wide application within project management processes and guide the development of the project charter.

Figure 4-3. develop Project charter data Flow diagram

• develop Project Management Plan: Inputs
• Project charter
• outputs from other Processes
• Enterprise Environmental Factors
• organizational Process Assets
• develop Project Management Plan: tools and techniques
• Expert Judgment
• Facilitation techniques
• develop Project Management Plan: outputs
• Project Management Plan

The project management plan defines how the project is executed, monitored and controlled and closed. The content of the project management plan varies depending on the scope and complexity of the project. The project management plan is the document that describes how the project will be executed, monitored and controlled.

table 4-1 differentiation Between the Project Management Plan and Project documents

• direct and Manage Project Work: Inputs
• Project Management Plan
• Approved change requests
• Enterprise Environmental Factors
• organizational Process Assets
• direct and Manage Project Work: tools and techniques
• Expert Judgment
• Project Management Information System
• Meetings
• direct and Manage Project Work: outputs
• deliverables
• Work Performance data
• change requests
• Project Management Plan updates
• Project documents updates

The Direct and Manage Project Work process is directly affected by the project application area. Preventive action—An intentional activity that ensures that the future performance of the project work is aligned with the project management plan; and/or. Preventive action—An intentional activity that ensures that the future performance of the project work is aligned with the project management plan;.

Figure 4-7. direct and Manage Project Work: data Flow diagram Direct and Manage Project Work activities include, but are not limited to:

Monitor and control Project Work

• Monitor and control Project Work: Inputs
• Project Management Plan
• Schedule Forecasts
• cost Forecasts
• Validated changes
• Work Performance Information
• Enterprise Environmental Factors
• organizational Process Assets
• Monitor and control Project Work: tools and techniques
• Expert Judgment
• Analytical techniques
• Project Management Information System
• Meetings
• Monitor and control Project Work: outputs
• change requests
• Work Performance reports
• Project Management Plan updates
• Project documents updates

The expert judgment is used by the project management team to interpret the information from the monitoring and control processes. The project management information system, which is part of the enterprise's environmental factors, provides access to automated tools, such as planning, cost and resource tools, performance indicators, databases, project records and financial data used during the monitoring and control project work process. Preventive Action – An intentional activity that ensures that future performance of project work is aligned with the project management plan; And.

Figure 4-9. Monitor and control Project Work data Flow diagram

Perform Integrated change control

• Perform Integrated change control: Inputs
• Project Management Plan
• Work Performance reports
• change requests
• Enterprise Environmental Factors
• organizational Process Assets
• Perform Integrated change control: tools and techniques
• Expert Judgment
• Meetings
• change control tools
• Perform Integrated change control: outputs
• Approved change requests
• change Log
• Project Management Plan updates
• Project documents updates

Change requests are subject to the process specified in the change control and configuration control systems. The following business environment factor can affect the Perform Integrated Change Control process: project management information system. Project documents that can be updated as a result of the Perform Integrated Change Control process include all documents that are specified as subject to the project's formal change control process.

• close Project or Phase: Inputs
• Project Management Plan
• Accepted deliverables
• organizational Process Assets
• close Project or Phase: tools and techniques
• Expert Judgment
• Analytical techniques
• Meetings
• close Project or Phase: outputs
• Final Product, Service, or result transition
• organizational Process Assets updates

Actions and activities necessary to transfer the products, services or results of the project to the next phase or to production and/or exploitation; And. The project management plan becomes the agreement between the project manager and the project sponsor that defines what completing the project entails. This output relates to the transition of the final product, service or outcome that the project was authorized to produce (or, in the case of phase closure, the intermediate product, service or outcome of that phase).

Figure 4-13. close Project or Phase data Flow diagram

Project scoPe MAnAGeMent

Plan Scope Management—The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled

Validate Scope—The process of formalizing acceptance of the completed project deliverables

The Project Scope Management processes must be well integrated with the other Knowledge Area processes, so that the project's work will result in the delivery of the specified product scope. 5 Stakeholder register .2 Tools & techniques .1 Interviews .2 Focus groups .3 Facilitated workshops .4 Group creativity techniques .5 Group decision making techniques.

Figure 5-1. Project Scope Management overview

Plan Scope Management

• Plan Scope Management: Inputs
• Project Management Plan
• Project charter
• Enterprise Environmental Factors
• organizational Process Assets
• Plan Scope Management: tools and techniques
• Expert Judgment
• Meetings
• Plan Scope Management: outputs
• Scope Management Plan
• requirements Management Plan

The scope management plan is a part of the project or program management plan that describes how the scope is defined, developed, monitored, controlled and verified. The scope management plan can be formal or informal, broadly worded or very detailed, depending on the needs of the project. The requirements management plan is a part of the project management plan that describes how the requirements will be analyzed, documented and managed.

• collect requirements: Inputs
• Scope Management Plan
• requirements Management Plan
• Stakeholder Management Plan
• Project charter
• Stakeholder register
• collect requirements: tools and techniques
• Interviews
• Focus Groups
• Facilitated Workshops
• Group creativity techniques
• Group decision-Making techniques
• Questionnaires and Surveys
• observations
• Prototypes
• Benchmarking
• context diagrams
• document Analysis
• collect requirements: outputs
• requirements documentation
• requirements traceability Matrix

Requirements development begins with an analysis of the information in the project charter (section 4.1.3.1), the stakeholder register (section 13.1.3.1) and the stakeholder management plan (section 13.2.3.1). Solution requirements, which describe features, functions, and characteristics of the product, service, or outcome that meet business and stakeholder requirements. The project charter is used to provide a high-level description of the product, service, or outcome of the project so that detailed requirements can be developed.

Figure 5-4. collect requirements: Inputs, tools & techniques, and outputs

• define Scope: Inputs
• Scope Management Plan
• Project charter
• requirements documentation
• organizational Process Assets
• define Scope: tools and techniques
• Expert Judgment
• Product Analysis
• Alternatives Generation
• Facilitated Workshops
• define Scope: outputs
• Project Scope Statement
• Project documents updates

The project scope statement is the description of the project's purpose, main results, assumptions and limitations. Information on limitations can be listed in the project scope statement or in a separate register. Information on assumptions can be listed in the project scope statement or in a separate register.

table 5-1. Elements of the Project charter and Project Scope Statement Project Charter

• create WBS: Inputs
• Scope Management Plan
• Project Scope Statement
• requirements documentation
• Enterprise Environmental Factors
• organizational Process Assets
• create WBS: tools and techniques
• decomposition
• Expert Judgment
• create WBS: outputs
• Scope Baseline
• Project documents updates

The level of detail for work packages will vary depending on the size and complexity of the project. The project scope statement includes a description of the project scope, major deliverables, assumptions and limitations. Each descending level of the WBS represents an increasingly detailed definition of project work.

Figure 5-10. create WBS data Flow diagram

Validate Scope

• Validate Scope: Inputs
• Project Management Plan
• requirements documentation
• requirements traceability Matrix
• Verified deliverables
• Work Performance data
• Validate Scope: tools and techniques
• Inspection
• Group decision-Making techniques
• Validate Scope: outputs
• Accepted deliverables
• change requests
• Work Performance Information
• Project documents updates

The verified results obtained from the Control Quality process are reviewed with the customer or sponsor to ensure that they have been completed satisfactorily and that the customer or sponsor has formally accepted the results. As described in section 5.1.3.1, the scope management plan specifies how formal acceptance of the completed project deliverables will be obtained. Formal documentation received from the customer or sponsor confirming formal stakeholder acceptance of the project deliverables is forwarded to the project or phase closure process (section 4.6).

• control Scope: Inputs
• Project Management Plan
• requirements documentation
• requirements traceability Matrix
• Work Performance data
• organizational Process Assets
• control Scope: tools and techniques
• Variance Analysis
• control Scope: outputs
• Work Performance Information
• change requests
• Project Management Plan updates
• Project documents updates
• organizational Process Assets updates

Sections from the scope management plan describe how the project scope is monitored and controlled. The work performance information produced includes correlated and contextualized information about how the project scope is performing compared to the scope baseline. Scope performance analysis may result in a change request for the scope baseline or other components of the project management plan.

Figure 5-17. control Scope data Flow diagram

Project tiMe MAnAGeMent

Sequence Activities—The process of identifying and documenting relationships among the project activities

Estimate Activity resources—The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity

Estimate Activity durations—The process of estimating the number of work periods needed to complete individual activities with estimated resources

2 Activity List .3 Activity Attributes .4 Activity Resource Requirements .5 Resource Calendars .6 Project Scope Statement .7 Risk Register .8 Resource Breakdown Structure. 5 Modeling Techniques .6 Leads and Lags .7 Schedule Compression .8 Scheduling Tool .3 Results .1 Schedule Baseline .2 Project Schedule .3 Schedule Data .4 Project Calendars .5 Project Management Plan Updates . 1 Project management plan .2 Project schedule .3 Work performance data .4 Project calendars .5 Schedule data .6 Organizational process resources.

Figure 6-1. Project time Management overview

Plan Schedule Management

• Plan Schedule Management: Inputs
• Project Management Plan
• Project charter
• Enterprise Environmental Factors
• organizational Process Assets
• Plan Schedule Management: tools and techniques
• Expert Judgment
• Analytical techniques
• Meetings
• Plan Schedule Management: outputs
• Schedule Management Plan

The schedule management plan can be updated to reflect a change in how the schedule is managed. The schedule management plan is a key input to the project management plan development process, as mentioned in section 6.1.3.1. The schedule management plan may also detail ways to fast track or crash (Section 6.6.2.7) the project schedule, such as undertaking work in parallel.

• define Activities: Inputs
• Schedule Management Plan
• Scope Baseline
• Enterprise Environmental Factors
• organizational Process Assets
• define Activities: tools and techniques
• decomposition
• rolling Wave Planning
• Expert Judgment
• define Activities: outputs
• Activity List
• Activity Attributes
• Milestone List

The Create WBS process identifies deliverables at the lowest level in the WBS—the work package. The project's WBS, deliverables, constraints and assumptions documented in the scope baseline are explicitly considered when defining activities. The Define Activities process defines deliverables as activities rather than deliverables as done in the Create WBS process (Section 5.4).

Figure 6-6. define Activities data Flow diagram

Sequence Activities

• Sequence Activities: Inputs
• Schedule Management Plan
• Activity List
• Activity Attributes
• Milestone List
• Project Scope Statement
• Enterprise Environmental Factors
• organizational Process Assets
• Sequence Activities: tools and techniques
• Precedence diagramming Method
• dependency determination
• Leads and Lags
• Sequence Activities: outputs
• Project Schedule network diagrams
• Project documents updates

The project team determines which dependencies are mandatory during the process of sequencing the activities. Project management determines which dependencies are external during the process of sequencing the activities. Project management determines which dependencies are internal during the process of sequencing the activities.

Figure 6-8. Sequence Activities data Flow diagram

Estimate Activity resources

• Estimate Activity resources: Inputs
• Schedule Management Plan
• Activity List
• Activity Attributes
• resource calendars
• risk register
• Activity cost Estimates
• Enterprise Environmental Factors
• organizational Process Assets
• Estimate Activity resources: tools and techniques
• Expert Judgment
• Alternative Analysis
• Published Estimating data
• Bottom-up Estimating
• Project Management Software
• Estimate Activity resources: outputs
• Activity resource requirements
• resource Breakdown Structure
• Project documents updates

If there are dependencies, this pattern of resource consumption is reflected and documented in the estimated needs for the activity. Depending on the sophistication of the software, resource breakdown structures, resource availability, resource rates, and various resource calendars can be defined to help optimize resource utilization. The amount of detail and the level of specificity of the resource requirement descriptions may vary by application area.

Figure 6-12. Estimate Activity resources: Inputs, tools & techniques, and outputs

Estimate Activity durations

• Estimate Activity durations: Inputs
• Schedule Management Plan
• Activity List
• Activity Attributes
• Activity resource requirements
• resource calendars
• Project Scope Statement
• risk register
• resource Breakdown Structure
• Enterprise Environmental Factors
• organizational Process Assets
• Estimate Activity durations: tools and techniques
• Expert Judgment
• Analogous Estimating
• Parametric Estimating
• three-Point Estimating
• Group decision-Making techniques
• reserve Analysis
• Estimate Activity durations: outputs
• Activity duration Estimates
• Project documents updates

The activity duration estimation process requires an estimate of the amount of work required to complete the activity and the amount of available resources estimated to complete the activity. The estimated resource requirements of the activity will affect the duration of the activity, as the level to which the resources allocated to the activity meet the requirements will be significant. Activity duration estimates are quantitative estimates of the likely number of time periods required to complete an activity.

Figure 6-14. Estimate Activity durations: Inputs, tools & techniques, and outputs