Fichas Chapter 1 PMBOK 4th

8/6/2019 Fichas Chapter 1 PMBOK 4th

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Chapter

A Guide to the Project Management Body of Knowledge

(PMBOK Guide) is a recognized standard for the project management profession.

a. A standard is a formal document that describes established

norms, methods, processes, and practices

Purpose of the PMBOK GuidePMBOK Guide identifies the subset of processes, skills, tools,techniques and the application of appropiate knowledgegenerally recognized as good practice


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Chapter

What is a Project?

A project is a temporary endeavour undertaken to create aunique product, service, or result.

The temporary nature of projects indicates a definite beginning

and end.

Temporary Does not necessarily mean short in durationDoes not generally apply to the product, service or result created by the project


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Chapter

The end is reached when the projects objectives have been

achievedOr when the project is terminated because its objectives willnot or cannot be met, or when the need of the project no longerexists.

Every project creates a unique product, service or result

Projects can also have social, economic, and environmentalimpact that far outlast the project themselves. Most projects areundertaken to create a lasting outcome.


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Because of the unique nature of projects , there may be

uncertainties about the products, services, or results that theproject creates. In contrast, of an ogoing effort in which there isgenerally a repetitive process because it follows anorganizations existing procedures

A project can involve a single person, a single organizationalunit, or multiple organizational units


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ChapterWhat is project management?

Is the application of knowledge, skills, tools, and techniques toproject activities to meet the project requirements.

Project management is accomplished through the appropiateapplication and integration of the 42 logically groupedproject management processes comprising the 5 processgroups


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Chapter5 Process Groups are:

Initiating

Planning

Executing

Monitoring and Controlling

Closing


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ChapterManaging a project typically includes:

Identifying requirements

Addressing the various needs, concerns, and expectationsof the stakeholders as the project is planned and carriedout

Balancing the competing project constraints including,

but nos limited to:o Scopeo Qualityo Scheduleo Budget o Resources and Risks


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The specific project will influence the constraints on which the

project manager needs to focus

The relationship among these factors is such that if any onefactor changes, at least one other factor is likely to be affected

Changing the project requirements may create additional risks

The project team must be able to assess the situation andbalance the demands in order to deliver a successful project


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Chapter

A project management plan is iterative because of the

potential for change ; and goes through progressiveelaboration throughout the projects life cycle

Progressive elaboration involves continuously improving anddetailing a plan as more-detailed and specific information andmore accurate estimates become available

Progressive elaboration allows a project management team tomanage to a greater level of detail as the project evolves


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ChapterIn mature project management organizations, project management exists in a broader context governed by program

management and portfolio management

Portfolio Management

A portfolio refers to a collection of projects and programs andother work that are grouped together to facilitate effectivemanagement of that work to meet strategic business objectives

The projects or programs of the porfolio may not necessarily beinterdependent or direclty related


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ChapterPortfolio Management refers to the centralized management of one or more portfolios which includes identifying,

prioritizing, authorizing, managing, and controlling projects,programs and other related work; to achieve specific strategicbusiness objectives.

Focuses on ensuring that projects and programs are reviewedto prioritize resource allocation, and that the management of the portfolio is consistent with and aligned to organizationalstrategiesCheck Figure 1-1 and Table 1-1


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ChapterProgram Management

A program is defined as a group of related projects managed ina coordinated way to obtain benefits and control not availablefrom managing them individually

Programs may include elements of related work outside thescope of the discrete projects in the program

A project may o may not be part of a program but a programwill always have projects


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ChapterProgram Management is defined as the centralized

coordinated management of a program to achieve theprograms strategic objectives and benefits

Projects within a program are related through the commonoutcome or collective capability

The effort should be managed as a portfolio of projects ratherthan as a program if the relationship between projects is onlythat of a shared client, seller, technology or resource


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ChapterProgram management focuses on the project interdependencies and helps to determine the optimal

approach for managing them. Actions related to theseinterdependencies may include:

Resolving resource constraints and/or conflicts that affect multiple projects within the program

Aligning organizational/strategic direction that affectsproject and program goals and objectives

Resolving issues and change management within a sharedgovernance structure


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ChapterProjects are typically authorized as a result of one or more of the following strategic considerations :

Market demand Strategic opportunity / business need Customer request

Technological advance Legal requirements

Projects, within programs or portfolios, are a means of achieving organizational goals and objectives, often in thecontext of a strategic plan


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Organizations manage portfolios based on their strategic plan,

which may dictate a hierarchy to the portfolio, program, orprojects involved

One goal of portfolio management is to maximize the value of the portfolio by the careful examination of its components

The constituent programs Projects Other related work


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ChapterProject Management Office (PMO)A project management office is an organizational body or entity

assigned various responsibilities related to the centralized andcoordinated management of those projects under its domain

The responsibilities of a PMO can range from providingproject management support functions to actually beingresponsible for the direct management of a project

The specific form, function, and structure of a PMO isdependent upon the needs of the organization that it supports


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ChapterA primary function of a PMO is to support project managers ina variety of ways which may include, but are not limited to:

Managing shared resources across all projects administered bythe PMO-Identifying and developing project management methodology,best practices and standards-Coaching, mentoring, training and oversight -Monitor compliance with project management standards,policies, procedures, and templates via project audits-Developing and managing project policies, procedures,templates, and other shared documentation

-Coordinating communication across projects


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ChapterProject management and operation management

Operations are permanent endeavors that produce repetitiveoutputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product lifecycle

Projects are temporary endeavors

Projects require project management Operations require business process management or operation

management


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ChapterRole of a project managerThe project manager is the person assigned by the performing

organization to achieve the project objectives

Characteristics of a project managerIn addition to any area specific-skills and general management:

-Knowledge , about project management -Performance , able to do or accomplish while applying project management knowledge-Personal , behavior when performing the project or related

activity


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ChapterThe PMBOK Guide is the standard for managing most projectsmost of the time across many types of industries

This standard describes the project management processes,tools, and techniques used to manage a project toward asuccessful outcome

This standard is limited to single projects and the project management processes that are generally recognized as goodpractice


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ChapterEnvironmental factorsRefer to both internal and external factors that surround or

influence a projects success. They are considered as inputs tomost planning processes.Include but are not limited to:

Organizational culture, structure and processes Government or industry standards Infrastructure, existing facilities or capital equipment Existing human resources Personnel administration Company work authorization systems Marketplace conditions


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Chapter

Stakeholder risk tolerances

Political climate Organizations establis hed communications channels Commercial databases Project management information systems

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