PMBOK GUIDELINES PRESENTED BY TRUST THOMAS EROMOSELE STUDENT NO: 125385
Dec 23, 2015
Project Management Body of Knowledge
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) The PMBOK® is an inclusive
term that describes the sum of knowledge within the profession of project management
PMBOK® Guide Identifies and describes that subset of the project management body of knowledge that is generally accepted
The Definition of a “Project”
Program: an exceptionally large, long-range objective that is broken down into a set of projects
Project: a specific, finite task to be accomplished
Task: set of activities comprising a project
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Key Players
Stakeholders Anyone actively involved, or have an interest at
stake in the project May have influence, responsibility, and authority
over the project
Project Team Individuals that are performing the project work Typically involves the use of cross-functional teams
Project Management Team Project team members that have management
responsibilities for the project
Key Players
Project Manager The individual with overall responsibility for the
project
Project Sponsor The individual with the authority and resources
needed to champion the project effort Typically functions as the linking pin between the
project and the parent organization
Customer The individual/organization that represents the
end-user of the project’s resulting product or service
1969 – PMI founded
1983 – PMI Special Report on Ethic, Standards, and Accreditation – the Standards portion was The Project Management Body of Knowledge (PMBOK)
1987 – PMBOK Standard was published
1996 – A Guide to the Project Management Body of Knowledge (PMBOK® Guide) [first edition] was published
1999 – PMI accredited as a Standards Development Organization (SDO) by ANSI
2000 – The PMBOK® Guide - 2000 Edition
PMI Standards Background
PMBOK guidelines consist of five process
group
Initiating Planning Executing Controlling Closing
PMBOK (Project Management Body of
Knowledge)
3-10
Knowledge Areas
The knowledge areas represent the body of knowledge that a project manager must have in order to consistently deliver successful projects that meet a customer’s expectations in terms of scope, time, cost, and quality of the project deliverables
PMBOK nine knowledge areas
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
PMBOK
3-12
Knowledge Areas: Definitions and Component Processes
Integration Management:Describes the processes and methods required to identify, define, combine, unify, and coordinate the various processes with the other eight knowledge areas
Component Processes:Develop project charter, develop project management plan, direct and manage project execution, monitor and control project work, perform integrated change control, and close project or phase
3-13
Knowledge Areas: Definitions and Component Processes
Scope Management:Describes the processes and methods required to ensure that the project delivers exactly what the customer requested and only what the customer requested to create a successful project
Component Processes:Collect requirements, define scope,create WBS, verify scope, and control scope
3-14
Knowledge Areas: Definitions and Component Processes
Time ManagementDescribes the processes and methods required to create and manage appropriate schedules to complete the project
Component Processes:Define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule,and control schedule
3-15
Knowledge Areas: Definitions and Component Processes
Cost ManagementDescribes the processes and methods required to create and manage the project budget
Component Processes:Estimate costs, determine budget, and control cost
3-16
Knowledge Areas: Definitions and Component Processes
Quality Management Describes the processes and methods required to ensure that the project delivers the stated and implied needs for which it was designed
Component Processes:Plan quality, perform quality assurance, and perform quality control
3-17
Knowledge Areas: Definitions and Component Processes
Human Resources Management Describes the processes and methods required to eeffectively use the people associated with the project
Component Processes:Develop human resources plan, acquire project team, develop project team, and manage project team
3-18
Knowledge Areas: Definitions and Component Processes
Communications Management Describes the processes and methods required to create, collect, disseminate, and store information about the project
Component Processes:Identify stakeholders, plan communications, distribute information, manage stakeholder expectations, report performance
3-19
Knowledge Areas: Definitions and Component Processes
Risk ManagementDescribes the processes and methods required to identify, quantify, and control risks associated with the project
Component Processes:Plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis,plan risk responses, and monitor and control risk
3-20
Knowledge Areas: Definitions and Component Processes
Procurement ManagementDescribes the processes and methods required to acquire and manage goods and resources from a source outside the project team
Component Processes:Plan procurements, conduct procurements, administer procurements, close procurements
PMBOK Initiating Processes
Initiation (5.1)—committing the organization to begin the next phase of the project.
Scope Planning —developing a written scope statement as the basis for future
project decisions.
Scope Definition —subdividing the major project deliverables into smaller, more manageable components.
Activity Definition —identifying the specific activities that must be performed to produce the various project deliverables.
Activity Sequencing —identifying and documenting interactivity dependencies.
Activity Duration Estimating —estimating the number of work periods which will be needed to complete individual activities.
Schedule Development —analyzing activity sequences, activity durations, and resource requirements to create the project schedule.
PMBOK Planning Processes
Resource Planning —determining what resources (people,
equipment, materials) and what quantities of each should be used to perform project activities.
Cost Estimating —developing an approximation (estimate) of the costs of the resources needed to complete project activities.
Cost Budgeting —allocating the overall cost estimate to individual work items.
Project Plan Development —taking the results of other planning processes and putting them into a consistent, coherent document.
PMBOK Planning Processes. cont.
Quality Planning —identifying which quality standards
are relevant to the project and determining how to satisfy them.
Organizational Planning —identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.
Staff Acquisition —getting the human resources needed assigned to and working on the project.
Communications Planning —determining 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
PMBOK Planning Processes cont.
Risk Identification —determining which risks are likely to
affect the project and documenting the characteristics of each.
Risk Quantification —evaluating risks and risk interactions to assess the range of possible project outcomes.
Risk Response Development —defining enhancement steps for opportunities and responses to threats.
Procurement Planning —determining what to procure and when.
Solicitation Planning —documenting product requirements and identifying potential sources
PMBOK Planning Processes cont.
Project Plan Execution —carrying out the project
plan by performing the activities included therein.
Scope Verification —formalizing acceptance of the project scope.
Quality Assurance —evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.
Team Development —developing individual and group skills to enhance project performance.
PMBOK Executing Processes
Information Distribution —making needed
information available to project stakeholders in a timely manner.
Solicitation —obtaining quotations, bids, offers, or proposals as appropriate.
Source Selection —choosing from among potential sellers.
Contract Administration —managing the relationship with the seller.
PMBOK Executing Processes cont.
Overall Change Control —coordinating
changes across the entire project.
Scope Change Control —controlling changes to project scope.
Schedule Control —controlling changes to the project schedule.
Cost Control —controlling changes to the project budget.
PMBOK Controlling Processes
Quality Control —monitoring specific project
results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.
Performance Reporting —collecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting.
Risk Response Control —responding to changes in risk over the course of the project.
PMBOK Controlling Processes cont.
Administrative Closure —generating,
gathering, and disseminating information to formalize phase or project completion.
Contract Close-out —completion and settlement of the contract, including resolution of any open items
PMBOK Closing Processes