Download - Pmbok 4th edition chapter 1 - Introduction to Project Management

Project Project Management Management Professional Professional

Ahmad H. Maharma PMP®

Project ManagementProject Management1. What is Project Managementj g

Turn your phones off/ silent

Who wants to be a project Who wants to be a project manager?

Who wants to work with a Who wants to work with a project manager?

When? Where? How?

Value of PMP Certification1. One of few certifications for Project Management

Adopted by IEEE standards – 1490 Run by PMI non‐profit body you can participate in PMI activities as aRun by PMI, non‐profit body, you can participate in PMI activities as a member

2. Proof of Project Management expertise Not easy to get PMP certifiedIncreased Confidence

3. Better Salary3. Better SalaryPMP credential holders earn an average salary of about 100k15.6 percent higher than non‐credentialed colleagues with same experience

4. More Job OpportunitiesDesired requirement for a PM job – gets an edgeIncreasingly essential requirement for a PMO based organization g y q g

5. Greater respect from management and colleagues

Project Manager PositionsProject Manager Positions

Project Administrator / CoordinatorAssistant Project ManagerProject Manager / Program ManagerProject Manager / Program ManagerExecutive Program ManagerDirector - PMODirector PMOV.P. Program DevelopmentPresident - CEO

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Project Manager SkillsProject Manager SkillsContemporary Project Management requires the following skills:

• Common sense and an ability to think logically.

• An ability to work under pressure.

• Good time management and organizational abilities.Good time management and organizational abilities.

• Excellent diplomatic and negotiation skills

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PMP Exam - Eligibility

3 years / 4500 hours of PM Experience (non-overlapping) witha Bachelors or higher educationa Bachelors or higher education5 years / 7500 hours, with high school or equivalent

35 hours of PM Education, e.g. Formal college education in Project ManagementCompany-sponsored ProgramsCourses offered by training companies or consultants Courses by distance education training with end of course Courses by distance education training with end of course assessment Doesn’t count Self Study PMI Chapter meetings

PMP Exam Structure

PMP Exam Structure Total Questions – 200 (175 + 25 unaccounted)

Total Time – 4 hours (240 mins)

Passing % 61% (actual 68 5%) Passing % - 61% (actual 68.5%)

Format - multiple choice, one answer

About 80 seconds for each Question Real test of Patience, Experience and Knowledge, p g

Question Topics Question Topics

1 Initiating 11%1. Initiating 11%2. Planning 23%3. Executing 27%g4. Monitoring and Controlling 21%5. Closing 9%6. Professional and Social Responsibility

9%

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A walk through the course outline

The textbookThe textbook

The PMBOK® Guide — Fourth Edition is the preeminent global standard for project management. Like previous editions, it represents generally recognized good practices in the profession while reflecting

j t t’ project management’s continually evolving knowledge

Program OutlineProgram Outline

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The 5 Project Management Process GGroups

Each process is described by (ITTO’s):

I t

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InputsTools & TechniquesOutputs

The 9 Knowledge AreasThe 9 Knowledge Areas

Project Integration Managementj g gProject Scope ManagementProject Time ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Quality ManagementProject Human Resource ManagementProject Communications ManagementProject Communications ManagementProject Risk ManagementProject Procurement Management

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Project Procurement Management

7. Project Management Framework7. Project Management Framework

Time Cost Scope Time Management

Cost Management

Scope Management

IntegrationManagement

Quality Management HR Management

Risk M g t

Communication M g t

Procurement M g tManagement Management Management

The PMBOK’s 9 Knowledge areas


Cost Management

Scope Management



Risk M g t

Communication M g t


Time Management


Cost Management

Scope Management



Risk M g t

Communication M g t


Cost management


Cost Management

Scope Management



Risk M g t

Communication M g t


Scope Management


Cost Management

Scope Management



Risk M g t

Communication M g t


Quality Management

Time Management

Cost Management

Scope Management

I i

Management Management Management

Q lit IntegrationManagement


Risk Management

Communication Management

Procurement Management

The next four knowledge areas are Facilitating Processes


Cost Management

Scope Management



Risk M g t

Communication M g t


HR Management


Cost Management

Scope Management



Risk M g t

Communication M g t


Risk Management


Cost Management

Scope Management



Risk M g t

Communication M g t


Communications Management


Cost Management

Scope Management



Risk M g t

Communication M g t


Procurement Management


Cost Management

Scope Management



Risk M g t

Communication M g t


Integration Management – pulling it all together

What if it’s not Integrated?What if it s not Integrated?

S Time Management Cost

Management

Scope Management

IntegrationManagementQuality

Management HR ManagementManagement HR Management

Procurement

Risk

Communication Management

Management

Risk Management

1. Project Integration MManagement

ff ti i t ti f th i d teffective integration of the processes required to accomplish project objectivesprocesses includeprocesses include

1. project charter development2. project management plan development3. project execution4. monitoring and control of project work5 Close project5. Close project

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2. Project Scope MManagement

d fi d t l h t i d i t i l d d i thdefines and controls what is and is not included in the projectprocesses includeprocesses include

1. scope planning2. scope definition3. creation of a Work Breakdown Schedule4. scope verification5 scope control5. scope control

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3. Project Time MManagement

includes processes required for the timely completion ofincludes processes required for the timely completion of a projectprocesses includep

1. defining activities2. sequencing activities3 ti ti ti iti3. estimating resource activities4. estimating duration of activities5. developing the project schedule5. developing the project schedule6. controlling the project schedule

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4. Project Cost Management4. Project Cost Managementplanning, estimating, budgeting and controlling costs to ensure the project can be completed within the approved budgetprocesses includeprocesses include

1. cost estimating2. cost budgetingg g3. cost control

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5. Project Quality MManagement

ll ti iti th t d t i lit li i bj tiall activities that determine quality policies, objectives and responsibilities for the project to satisfy the needs for which it was undertakenprocesses include

1. quality planning2. performing quality assurance3. performing quality control

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6. Project Human Resource MManagement

processes that organize and manage the project teamprocesses include:

1. human resource planning2. acquiring the project team3 developing the project team3. developing the project team4. managing the project team

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7. Project Communications MManagement

ti iti t j t i f ti i ti l dactivities to ensure project information is timely and appropriately generated, collected, distributed, stored, retrieved and disposed ofpprocesses include

1. communications planning2. information distribution3. performance reporting4 managing stakeholders4. managing stakeholders

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8. Project Risk Management8. Project Risk Management

•processes to increase the probability and impact of positive p p y p pevents and decrease the probability and impact of negative events•updated throughout the project•updated throughout the project•processes include

1. risk management planning2. risk identification3. qualitative risk analysis4 quantitative risk analysis4. quantitative risk analysis5. risk response planning6. risk monitoring and controlg

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9. Project Procurement MManagement

•processes to purchase/acquire the products services or results•processes to purchase/acquire the products, services or results needed to perform the project work•includes contract management and change control processes to administer contracts or purchase orders•processes include:

1 planning purchases and acquisitions1. planning purchases and acquisitions2. contract planning3. requesting seller responses4. selecting sellers5. contract administration6 contract closure6. contract closure

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PM Knowledge Areas & Process Groups

PM Process Groups / KnowledgeArea Processes

Initiating Process Group

Planning Process Group Executing Process Group

Monitoring & Controlling Process Group

Closing Process Group

Project Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close ProjectProject Management Integration

Develop Project Charter Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project WorkIntegrated Change Control

Close Project

Project Scope Management

Collect requirementsDefine ScopeCreate WBS

Verify ScopeControl Scope

Project Time Define Activity Schedule ControlProject Time Management

ySequence ActivityEstimating ResourceEstimating Duration Develop Schedule

Project Cost Management

Estimating CostBudgeting Cost

Control Cost

Project Quality Management

Quality Planning Perform Quality Assurance Perform Quality Control

Project HR Management

Human Resources Planning Acquire Project TeamDevelop Project TeamManage Project Team

P j t Id tif St k h ld Pl C i ti Di t ib t I f ti P f R tiProjectCommunications Management

Identify Stakeholders Plan Communications Distribute Information Manage stakeholders expectations

Performance Reporting

Project Risk Management

Plan Risk ManagementRisk IdentificationQualitative / Quantitative Risk AnalysisRi k R Pl i

Risk Monitoring and Control

Risk Response Planning

Project Procurement Management

Plan procurement Conduct procurement Administer Contract Close procurement

We Got People

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The Four Project DimensionsThe Four Project Dimensions

People

Process

Product

Technology

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Project PhasesProject Phases

All projects are divided into phases

All phases together are known as the Project Life Cycle

Each phase is marked by completion of Deliverables

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Why Do Projects Succeed?Why Do Projects Succeed?

– Executive support– User involvement– Experienced project managerExperienced project manager– Clear business objectives– Minimized scope– Standard software infrastructure– Standard software infrastructure– Firm basic requirements– Formal methodology

Reliable estimates– Reliable estimates

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What are Projects?

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IntroductionIntroductionWhat is PMBOK Guide?

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

What is a standard?What is a standard?A standard is a formal document that describes established norms, methods, processes, and practices.

How did it evolve?The knowledge contained in this standard evolved from the

recognized good practices of project management practitioners who contributed to the development of this standard.

IntroductionIntroduction

Th PMBOK G id id g id li f gi g The PMBOK Guide provides guidelines for managing individual projects.

The PMBOK Guide defines project management and related p j gconcepts, anddescribes the project management life cycle and the related processesthe related processes

1.2 What is a project?DefinitionDefinition

A project is a temporary endeavor undertaken to create a unique product, service, or result. undertaken to create a unique product, service, or result.

Temporary endeavor with a definite beginning and end.

The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met or will not or cannot be met, or when the need for the project no longer exists.

1.2 What is a project?p j

Definition – Misconceptions: Temporary does not necessarily mean short in duration. Temporary does not generally apply to out put of the project (the product,

service, or result created by the project); most projects are undertaken to , y p j ); p jcreate a lasting outcome. [and lasting impact.]

Definition: “create”: Definition: create : – A product that can be either a component of another item or an end item

in itself,A capability to perform a service (e g a business function that supports – A capability to perform a service (e.g., a business function that supports production or distribution), or

– A result such as an outcome or document (e.g., a research project that develops knowledge that can be used to determine whether a trend is develops knowledge that can be used to determine whether a trend is present or a new process will benefit society).

1.2 What is a project?p j

D fi iti “ i ”Definition – “unique”Every project creates a unique product, service, or result.

Although repetitive elements may be present in some project deliverables, this repetition does not change the fundamental uniqueness of the project work.

A g i g k ff t i g ll titi An ongoing work effort is generally a repetitive process because it follows an organization’s existing procedures.

1.2 What is a project?

Examples of Projectsp jExamples of projects include, but are not limited to:

Developing a new product or service,Effecting a change in the structure, staffing, or style of an

organization,developing or acquiring a new or modified information systemdeveloping or acquiring a new or modified information system,Constructing a building or infrastructure, orImplementing a new business process or procedure.Implementing a new business process or procedure.

1.2 What is a project?Project Exist in All Organizations

- Public Sector Organization- Business Organization- Non Governmental Organizations etc

Why? Because organizations are open systems They have to Because organizations are open systems. They have to respond to both internal and external changesTo meet their development agendaTo satisfy customersTo surviveTo solve problems and grab opportunities

1.3 What is project management?p j g

What is Project Management?Project management is the

application of application of knowledge, skills, skills, tools, and techniques

to project activities to meet the project requirements.

1.3 What is project management?1.3 What is project management?How is project Management accomplished?

Project management is accomplished through the Project management is accomplished through the appropriate application and integration of the 42 logically grouped project management processes.

The 42 project management processes are logically grouped in tofive “Process Groups”. p

These Process Groups are:InitiatingInitiating,Planning,Executing,Monitoring and Controlling, andClosing.

1.3 What is project management?What does a project typically include? p j yp y

Identifying requirements

Addressing the various needs, concerns, & expectations of stakeholders as the project is planned & carried out,

Balancing the competing project constraints including, but not limited to:

Scope, Quality, Schedule, Budget, R d Resources, and Risk.

1.3 What is project management?

What is interdependency of constraints? The relationship among these factors [the constraints] is

such that if any one factor changes, at least one other factor is likely to be affected.

Example:For example, if the schedule is shortened, often the p , ,

budget needs to be increased to add additional resources to complete the same amount of work in less time. If a budget increase is not possible the scope or quality may be reduced to increase is not possible, the scope or quality may be reduced to deliver a product in less time for the same budget.

1.3 What is project management?

Constraints – Key points Project stakeholders may have differing ideas as to which

factors are the most important, creating an even greater challengechallenge.

Changing the project requirements may create additional g g p j q yrisks.

h b bl h d The project team must be able to assess the situation and balance the demands in order to deliver a successful project.

1.3 What is project management?1.3 What is project management?Because of the potential for change, the project management plan is iterativeand goes through progressive elaboration throughout the project’s life cycle and goes through progressive elaboration throughout the project’s life cycle.

What is iteration?

What is progressive elaboration?Progressive elaboration involves gcontinuously improving and detailing a plan as more-detailed and specific information and more accurate

estimates become available estimates become available.

Progressive elaboration allows a project management team to manage to a greater level of detail as the project evolvesto a greater level of detail as the project evolves.

1.4 Relationships B/W Project, p j ,Program, & Portfolio Mgt.

Broader Context of Project ManagementBroader Context of Project ManagementIn mature project management organizations, project management exists in a broader context p j ggoverned by program management and portfolio management.

1 4 Relationships B/W Project 1.4 Relationships B/W Project, Program, & Portfolio Mgt.g , g

The Figure focuses/shows that, g ,organizational strategies and priorities are linked, and there is relationships between portfolios and programs,

andthere is relationship between programs and individual

projects projects.

1.4 Relationships B/W Project, 1.4 Relationships B/W Project, Program, & Portfolio Mgt.

Key points: Organizational planning impacts the projects by means of

project prioritization based on risk, funding, and the organization’s strategic plan organization s strategic plan.

Organizational planning can direct the funding and support for g p g g ppthe component projects on the basis of risk categories, specific lines of business, or general types of projects, such as infrastructure and internal process improvementinfrastructure and internal process improvement.


1.4.1 Portfolio ManagementWhat is ‘portfolio’?

A portfolio refers to a A portfolio refers to a

collection of projects or programs and other work that are grouped together to that are grouped together to facilitate effective management of that work to meet strategic business objectives. g j

The projects or programs of the portfolio may not necessarily be interdependent or directly

related.

1.4 Relationships B/W Project, P & P f li MProgram, & Portfolio Mgt.

1.4.1 Portfolio ManagementgThe projects or programs of the portfolio

may not necessarily be interdependent or directly related.

For example, an infrastructure firm that has the strategic objective of “maximizing the return on its investments” may

t t g th tf li th t i l d put together a portfolio that includes a mix of projects in oil and gas, power, water, roads, rail, and

airports.

From this mix, the firm may choose to manage related projects as one program. All of the power projects may be grouped together as a power program. Similarly, all of the water projects may be grouped together as a water program.

1.4 Relationships B/W Project, P g & P tf li MgtProgram, & Portfolio Mgt.

1.4.1 Portfolio Management

What is portfolio management?It refers to the centralized management of one or more portfolios.

What is portfolio management involve?It includes identifying, prioritizing, authorizing, managing, and controlling y g, p g, g, g g, gprojects, programs, and other related work, to achieve specific strategic business objectives.

What does portfolio management focus on?It focuses on ensuring that projects and programs are reviewed to prioritize resource allocation and that the management of the portfolio is consistent resource allocation, and that the management of the portfolio is consistent with and aligned to organizational strategies.

1.4 Relationships B/W Project, Program, & Portfolio Mgt.

1 4 2 Program Management1.4.2 Program Management

Definition of ‘Program’ gA program is defined as a group of related projects managed in a coordinated way to obtain benefits and

control not available from managing them individually.

Key Points: Key Points: Programs may include elements of related work outside the

scope of the discrete projects in the program. p p j p gA project may or may not be part of a program but a program

will always have projects.


1.4.2 Program Management

Definition of ‘Program management’ Program management is defined as the Program management is defined as the centralized coordinated management of a program to achieve the program’s strategic objectives and benefits.

Key Point:Projects within a program are related through the

common outcome or collective capability.

If the relationship between projects is only that of a shared client, seller, t e elat o s p betwee p ojects s o ly t at o a s a ed cl e t, selle , technology, or resource, the effort should be managed as a portfolio of projects rather than as a program.


1.4.2 Program Managementg g

Focus of Program Management:It focuses on the project interdependencies and It focuses on the project interdependencies and helps to determine the optimal approach for managing them.

Actions related to these interdependencies may include:Resolving resource constraints and/or conflicts that affect multiple projects within the program;p j p g ;Aligning organizational/strategic direction that affects project and program goals and objectives; andResolving issues and change management within a shared Resolving issues and change management within a shared governance structure.


1.4.2 Program Management

An Example of a Program :An example of a program would be a

i ti t llit t new communications satellite system with projects for

design of the satellite and of the ground stations design of the satellite and of the ground stations, construction of each, integration of the system, and g y ,launch of the satellite.


Difference in approachesProjects, programs, and portfolios have different

approaches.

Table 1-1 shows the shows the comparison of project, program, and portfolio views across several domains including g

change, leadership, management, and others.

Project Management Competenciesj g p

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1.4.3 Projects and Strategic Planning1.4.3 Projects and Strategic Planning

Projects are often utilized as a means of achieving an organization’s strategic plan strategic plan.

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

Market demand Strategic opportunity/business needg pp yCustomer requestTechnological advanceLegal requirementsLegal requirements

1.4 Relationships B/W Project, Program & Portfolio MgtProgram, & Portfolio Mgt.

1.4.3 Projects and Strategic PlanningKey Points

Projects, within programs or portfolios, are a means of achieving organizational goals and objectives, often in the context of a strategic plan. g g j g p

Although a group of projects within a program can have discrete benefits, they can also contribute to the benefits of the program, to the objectives of they can also contribute to the benefits of the program, to the objectives of the portfolio, and to the strategic plan of the organization.

Organizations manage portfolios based on their strategic plan which may Organizations manage portfolios based on their strategic plan, which may dictate a hierarchy to the portfolio, program, or projects involved.


1.4.3 Projects and Strategic Planning1.4.3 Projects and Strategic PlanningKey Points

One goal of portfolio management is to maximize the value of the portfolio by the careful examination of its components the constituent programs by the careful examination of its components—the constituent programs, projects, and other related work.

Those components contributing the least to the portfolio’s strategic objectives may be excluded In this way an organization’s strategic plan objectives may be excluded. In this way, an organization s strategic plan becomes the primary factor guiding investments in projects.

At th ti j t id f db k t d tf li b At the same time, projects provide feedback to programs and portfolios by means of status reports and change requests that may impact other projects, programs, or portfolios. The needs of the projects, including the resource needs are rolled up and communicated back to the portfolio level which in needs, are rolled up and communicated back to the portfolio level, which in turn sets the direction for organizational planning.


1.4.4 Project Management Office (PMO)f Definition:

PMO is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its

domain.

Responsibility of PMO:The responsibilities of a PMO can range from providing project

management support functions to actually being responsible for the direct management support functions to actually being responsible for the direct management of a project.Key Point:

The projects supported or administered by the PMO may not be The projects supported or administered by the PMO may not be related, other than by being managed together.


1.4.4 Project Management OfficeKey Points:

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

A PMO may be delegated the authority to act as an integral stakeholder and A PMO may be delegated the authority to act as an integral stakeholder and a key decision maker during the beginning of each project, to make recommendations, or to terminate projects or take other actions as required to keep business objectives consistent. p j

In addition, the PMO may be involved in the selection, management, and deployment of shared or dedicated project resourcesdeployment of shared or dedicated project resources.


1 4 4 P j M Offi1.4.4 Project Management OfficePrimary Function: To support project managers in a variety of ways which may include, but are not limited to:

Managing shared resources across all projects administered by PMOIdentifying & developing project mgt. methodology, best practices, & y g p g p j g gy, p ,standardsCoaching, mentoring, training, and oversight;Monitoring compliance with project management standards policies Monitoring compliance with project management standards, policies, procedures, and templates via project audits;Developing and managing project policies, procedures, templates, and other shared documentation andother shared documentation , andCoordinating communication across projects.


1.4.4 Project Management Office

PMO and Project Managers Pursue Different Objectives: Project managers and PMOs pursue different objectives

d h d i b diff t i t and, as such, are driven by different requirements.

All of these efforts however are aligned with the All of these efforts, however, are aligned with the strategic needs of the organization.


1.4.4 Project Management Office1.4.4 Project Management Office

PMO and Project Managers have Different Roles:Th j t f th ifi d j t bj ti hil th The project manager focuses on the specified project objectives, while the

PMO manages major program scope changes which may be seen as potential opportunities to better achieve

b i bj tibusiness objectives.The project manager controls the assigned project resources to best meet

project objectives while the PMO optimizes the use of shared organizational ll j tresources across all projects.

The project manager manages the constraints (scope, schedule, cost, and quality, etc.) of the individual projects while the PMO manages the

th d l gi t d d ll i k/ t it d i t d d i methodologies, standards, overall risk/opportunity, and interdependencies among projects at the enterprise level.

1.5 Project Management and 1.5 Project Management and Operations Management

D fi i i Definition: Operations are an organizational function performing the ongoing

execution of activities that produce the same product or provide a repetitive i service.

Examples: Production operations, manufacturing operations, and accounting

operations, etc.

Key Points: Though temporary in nature, projects can help achieve the organizational

goals when they are aligned with the organization’s strategy goals when they are aligned with the organization s strategy. Organizations sometimes change their operations, products, or systems by

creating strategic business initiatives.

1.5 Project Management and 1.5 Project Management and Operations Management

Projects require project management while ti i b i t ti t operations require business process mgt. or operations management.

Projects can intersect with operations at various points during the product life cycle, such as:

At each closeout phase;When developing a new product, upgrading a product, or expanding p g p , pg g p , p goutputs;Improvement of operations or the product development process; orUntil the divestment of the operations at the end of the product life cycle.Until the divestment of the operations at the end of the product life cycle.

1.5 Project Management and Operations Management

Key Points:Key Points:At each point, deliverables and knowledge are transferred between the project and operationsfor implementation of the delivered work for implementation of the delivered work. This occurs through a transfer of project resources to operations

toward the end of the project, or through a transfer of operational resources to the project at the startto the project at the start.

Operations are permanent endeavors that produce repetitive outputs, i h i d d b i ll h f k di h with resources assigned to do basically the same set of tasks according to the

standards institutionalized in a product life cycle. Unlike the ongoing nature of operations,

j dprojects are temporary endeavors.

1 7 Project Management Body of 1.7 Project Management Body of Knowledgeg

The PMBOK Guide is the standard for managing most projects most of the time across many types of industries the time across many types of industries.

This standard describes the project management processes, tools, and h i d j d f l techniques used to manage a project toward a successful outcome.

This standard is unique to the project management field and has interrelationships to other project management disciplines such as program management and portfolio management.

Project management standards do not address all details of every topic.

1.7 Project Management Body of K l dgKnowledge

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

Other standards may be consulted for additional information on the ybroader context in which projects are accomplished.

Management of programs is addressed in The Standard for Program Management of programs is addressed in The Standard for Program Management, and

Management of portfolios is addressed in The Standard for Portfolio Management. Management.

Examination of an enterprise’s project management process capabilities is addressed in Organizational Project Management Maturity capabilities is addressed in Organizational Project Management Maturity Model (OPM3 ).

1.8 Enterprise Environmental Factors

Definition: Enterprise environmental factors refer to both internal and external

environmental factors that surround or influence a project’s success.

These factors may come from any or all of the enterprises involved in the project.

Enterprise environmental factors may enhance or constrain project management options and may have a positive or negative influence on the outcome may have a positive or negative influence on the outcome.

They are considered as inputs to most planning processes.

1.8 Enterprise Environmental pFactors

Enterprise environmental factors include, but are not limited to:Organizational culture, structure, and processes;G t i d t t d d ( l t l ti Government or industry standards (e.g., regulatory agency regulations,

codes of conduct, product standards, quality standards, and workmanship standards);

I f t t ( i ti f iliti d it l i t)Infrastructure (e.g., existing facilities and capital equipment);Existing human resources (e.g., skills, disciplines, and knowledge, such as

design, development, law, contracting, and purchasing)Personnel administration (e.g., staffing and retention guidelines, employee

performance reviews and training records, overtime policy, and time tracking);

1.8 Enterprise Environmental FFactors

– Company work authorization systems;p y y ;– Marketplace conditions;– Stakeholder risk tolerances;

Political climate;– Political climate;– Organization’s established communications channels;– Commercial databases (e.g., standardized cost estimating data, industry

i k t d i f ti d i k d t b ) drisk study information, and risk databases); and– Project management information systems (e.g., an automated tool, such

as a scheduling software tool, a configuration management system, an information collection and distrib tion s stem or eb interfaces to other information collection and distribution system, or web interfaces to other online automated systems).

For more information do not hesitate to contact me.

Ahmad H. Maharma - PMP®

Ramallah, PalestinePh (972) (2) 2968644Phone: + (972) (2) 2968644Mobile: + (972) (599) 001155E-Mail: [email protected] Mail: [email protected]

Download - Pmbok 4th edition chapter 1 - Introduction to Project Management

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