undestand pmbok 5th, section 4

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This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book. The 10 Knowledge Areas & ITTOs Based on PMBOK® Guide 5th Edition Amr Miqdadi,PMP [email protected]

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This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)

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Page 1: Undestand PMBok 5th, Section 4

http://www.pmlead.net

This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.

The 10 Knowledge Areas & ITTOs Based on PMBOK® Guide 5th Edition

Amr Miqdadi,PMP [email protected]

Page 2: Undestand PMBok 5th, Section 4

http://www.pmlead.net

www.pmlead. The 10 knowledge Areas and the 47 Processes… Based on the PMBoK® 5th

Page 3: Undestand PMBok 5th, Section 4

http://www.pmlead.net

PMI®, PMP®, CAPM® and PMBOK® Guide are trademarks of the Project Management Institute, Inc. PMI® has not endorsed and did not participate in the development of this product.

Page 4: Undestand PMBok 5th, Section 4

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Project Integration Management Process Name Inputs Outputs Tools & Techniques

Develop Project Charter

Project Statement of Work Project Charter Experts Judgment Business Case Facilitation

Techniques Agreements Enterprise Environmental Factors Organizational Process Assets

Develop Project Management Plan

Project Charter Project Management Plan Experts Judgment Outputs From other Processes Facilitation

Techniques Enterprise Environmental Factors Organizational Process Assets

Direct and Manage Project Work

Project Management Plan Deliverables Experts Judgment Approved Change Requests Work Performance data Project management

information system Enterprise Environmental Factors Change requests Meetings Organizational Process Assets Project management plan

updates

Monitor and Control Project Work

Project Management Plan Change Requests Experts Judgment Costs forecasts Work performance reports Analytical techniques Schedule forecasts Project management plan

updates Project management information system

Validated changes Project documents updates

Meetings

Work performance information Enterprise Environmental Factors Organizational Process Assets

Perform Integrated Change Control

Project Management Plan Approved change requests Experts Judgment Work Performance reports Change log Meetings Change Requests Project management plan

updates Change log tools

Enterprise Environmental Factors Project documents updates

Organizational Process Assets Close Project or Phase Project Management Plan Final product, service, or

result transition Experts Judgment

Accepted deliverables Organizational Process Assets updates

Analytical techniques

Organizational Process Assets Meetings

Page 5: Undestand PMBok 5th, Section 4

Project Integration Management

Unification, consolidation, articulation and interactive actions those are crucial to project completion. Integration is about making choices, about where to concentrate resources and efforts. It also involves making tradeoffs among competing objectives and alternatives.

Integration is primarily concerned with effectively integrating the processes among the Project Management Process Groups.

• The project Charter o Authorizes Project Manager o Created based on a business need, a customer request, or a market demand o Signed by the performing organization’s senior management. o Officially confirms the start of the project o Includes high level project requirements, acceptance criteria, project objectives,

product requirements, and key milestone dates. • Develop Project management Plan

o A formal, approved document that defines how the project is managed, executed, and controlled. It may be summary or detailed and may be composed of one or more subsidiary management plans and other planning documents

o The plan guides your work on the project o It is iterative and progressively elaborated o PMBOK does not offer Project Management Methodology

• Direct and Manage Project Work

o The process of leading and performing the work defined in the project management plan, and implementing approved changes to achieve the project’s objectives.

• Monitor and Control Project Work o The process of tracking, reviewing, and reporting project progress against the

performance objectives defined in the project management plan

• Perform Integrated Change Control o The process of reviewing, approving, and managing changes across the project

• Close Project / Phase o The process of finalizing all activities to close the project/phase o Main risk here is resources tend to leave even before closing the project

properly. o Evaluating project success/failure, formal acceptance, project records, lessons

learned

Page 6: Undestand PMBok 5th, Section 4

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Project Scope Management Process Name Inputs Outputs Tools & Techniques

Plan Scope Management

Project management plan Scope management plan Experts Judgment Project charter Requirements management

plan Meetings

Enterprise Environmental Factors Organizational Process Assets

Collect Requirements Scope management plan Requirements documentation

Interviews

Requirements management plan Requirements traceability matrix

Focus group

Stakeholder management plan Facilitated workshops Project charter Group creativity

techniques Stakeholder register Group decision-making

techniques Questionnaires and

surveys Observations Prototypes Benchmarking Context diagram Document analysis

Define Scope Scope management plan Project scope statement Experts Judgment Project charter Project documents updates Product analysis Requirements documentation Alternative generation Organizational Process Assets Facilitated workshops

Create WBS Scope management plan Scope baseline Experts Judgment Project scope statement Project documents updates Decomposition Requirements documentation Enterprise Environmental Factors Organizational Process Assets

Validate Scope

Project management plan Accepted deliverables Inspection Requirements documentation Change requests Group decision-making

techniques Requirements traceability matrix Work performance

information

Verified deliverables Project documents updates Work performance data

Control Scope Project management plan Work performance information

Variance analysis

Requirements documentation Change requests Requirements traceability matrix Project management plan

updates

Work performance data Project documents updates Organizational process assets Org. process assets updates

Page 7: Undestand PMBok 5th, Section 4

Project Scope Management

Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

• Plan Scope Management o The process of creating a scope management plan the documents how the

project scope will be defined, validated, and controlled • Collect Requirements

o The process of determining, defining and documenting stakeholders’ needs to meet the project objectives

• Define Scope o The process of developing a detailed description of the project and product

• Create WBS o The process of subdividing project deliverables and project work into smaller and

more manageable components. • Validate Scope

o The process of formalizing acceptance of the completed project deliverables. • Control Scope

o The process of monitoring the status of the project and product scope and managing changes to the scope baseline

The term scope can refer to:

• Product scope: The features and functions that characterize a product, service, or result. The completion of product scope is measured against the product requirements

• Project scope: The work performed to deliver a product, service, or result with the specified features and functions. The project scope is measured against the project management plan and it is usually include the product scope

Page 8: Undestand PMBok 5th, Section 4

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Project Time Management

Process Name Inputs Outputs Tools & Techniques Plan Schedule Management

Project management plan Schedule management plan Experts Judgment Project charter Analytical techniques Enterprise Environmental Factors Meetings Organizational Process Assets

Define Activities Schedule management plan Activity list Decomposition Scope baseline Activity attributes Rolling wave planning Enterprise Environmental Factors Milestone list Experts Judgment Organizational Process Assets

Sequence Activities Schedule management plan Project schedule network diagram

Precedence diagramming method(PDM)

Activity list Project documents updates Dependency determination

Activity attributes Leads and lags Milestone list Project scope statement Enterprise Environmental Factors Organizational Process Assets

Estimate Activity Resources

Schedule management plan Activity resource requirements

Experts Judgment

Activity list Resource breakdown structure

Alternative analysis

Activity attributes Project documents updates Published estimating data

Resource calendars Bottom-up estimating Risk registrar Project management

software Activity cost estimates Enterprise Environmental Factors Organizational Process Assets

Estimate Activity Duration

Schedule management plan Activity duration estimate Experts Judgment Activity list Project documents updates Analogous estimating Activity attributes Parametric estimating Activity resource requirements Three-point estimating Work performance data Group decision-making

techniques Resource calendars Reserve analysis Project scope statement Risk register Resource breakdown structure Enterprise Environmental Factors Organizational Process Assets

Page 9: Undestand PMBok 5th, Section 4

Develop Schedule Schedule management plan Schedule baseline Schedule network analysis

Activity list Project schedule Critical path method Activity attributes Schedule data Critical chain method Project schedule network diagram Project calendars Resource optimization

techniques Activity resource requirements Project management plan

updates Modeling techniques

Resource calendars Project documents updates Leads and lags Activity duration estimate Schedule compression Project scope statement Scheduling tools Risk register Project staff assignments Resource breakdown structure Enterprise Environmental Factors Organizational Process Assets

Control Schedule Project management plan Work performance information

Performance reviews

Project schedule Schedule forecasts Project management software

Work performance data Change requests Resource optimization techniques

Project calendars Project management plan updates

Modeling techniques

Schedule data Project documents updates Leads and lags Organizational Process Assets Organizational Process Assets

updates Schedule compression

Scheduling tools

Page 10: Undestand PMBok 5th, Section 4

Project Time Management

Project Time Management includes the processes required to manage timely completion of the project.

The project time management processes and their associated tools and techniques are documented in the schedule management plan. The schedule management plan is contained in, or is a subsidiary plan of, the project management plan.

• Plan Schedule Management o The process of establishing the policies, procedures, and documentation for

planning, developing, managing, executing, and controlling the project schedule • Define Activities

o The process of identifying the specific actions to be performed to produce the project deliverables

• Sequence Activities o The process of identifying and documenting relationships among the project

activities • Estimate Activity Resources

o The process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity

• Estimate Activity Durations o The process of approximating the number of work periods needed to complete

individual activities with estimated resources. • Develop Schedule

o The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.

• Control Schedule o The process of monitoring the status of the project to update project progress

and managing changes to the schedule baseline.

Page 11: Undestand PMBok 5th, Section 4

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Project Cost Management Process Name Inputs Outputs Tools & Techniques

Plan Cost Management

Project management plan Cost management plan Experts Judgment Project charter Analytical techniques Enterprise Environmental Factors Meetings Organizational Process Assets

Estimate Costs Cost management plan Activity cost estimates Experts Judgment HR management plan Basis of estimates Analogous estimating Scope baseline Project documents updates Parametric estimating Project schedule Bottom-up estimating Risk register Three-point estimating Requirements documentation Reserve analysis Organizational Process Assets Cost of quality Project management

software Vendor bid analysis Group decision-making

techniques Determine Budget Cost management plan Cost baseline Cost aggregation

Scope baseline Project funding requirements Reserve analysis Activity cost estimates Project documents updates Expert judgment Basis of estimates Historical relationships Project schedule Funding limit

reconciliation Resource calendars Risk register Agreements Organizational Process Assets

Control Costs Project management plan Work performance information

Earned value management

Project funding requirements Cost forecasts Forecasting Work performance data Change requests To-complete

performance index(TCPI)

Organizational Process Assets Project management plan updates

Performance reviews

Project documents updates Project management software

Organizational process assets updates

Reserve analysis

Page 12: Undestand PMBok 5th, Section 4

Project Cost Management

Include the processes Involved in planning, estimating, budgeting, funding, managing, and controlling costs so that the project can be completed within the approved budget.

• Plan Cost Management o The process that establishes the policies, procedures, and documentation for

planning, managing, expending, and controlling project costs • Estimate Costs

o The process of developing an approximation of the monetary resources needed to complete project activities

• Determine Budget o The process of aggregating the estimated costs of individual activities or work

packages to establish an authorized cost baseline. • Control Costs

o The process of monitoring the status of the project to update the project budget and managing changes to the cost baseline.

Page 13: Undestand PMBok 5th, Section 4

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Project Quality Management Process Name Inputs Outputs Tools & Techniques Plan Quality

Management Project management plan Quality management plan Cost-benefit analysis Stakeholder register Process improvement plan Cost of quality Risk register Quality metrics Seven basic quality tools Requirements documentation Quality checklists benchmarking Enterprise environmental factors Project documents updates Design of experiments Organizational Process Assets Statistical sampling Additional quality

planning tools Meetings

Perform Quality Assurance

Quality management plan Change requests Quality management and control tools

Process improvement plan Project management plan updates

Quality audits

Quality metrics Project documents updates Process analysis Quality control measurements Organizational Process Assets

updates

Project documents Control Quality Project management plan Quality control

measurements Seven basic quality tools

Quality metrics Validated changes Statistical sampling Quality Checklists Validated deliverables Inspection Work performance data Work performance

information Approved change requests review

Approved change requests Change requests Deliverables Project management plan

updates

Project documents Project documents updates Organizational Process Assets Organizational process assets

updates

Page 14: Undestand PMBok 5th, Section 4

Project Quality Management

Includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. It implements the quality management system through policy and procedures with continuous process improvement activities conducted throughout, as appropriate.

• Plan Quality Management o The process of identifying quality requirements and/or standards for the project

and product, and documenting how the project will demonstrate compliance with quality requirements

• Perform Quality Assurance(QA) o The process of auditing the quality requirements and the results from quality

control measurements to ensure appropriate quality standards and operational definitions are used.

• Perform Quality Control(QC) o The process of monitoring and recording results of executing the quality

activities to assess performance and recommend necessary changes.

Page 15: Undestand PMBok 5th, Section 4

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Project Human Resource Management Process Name Inputs Outputs Tools & Techniques

Plan HR Management Project management plan HR management plan Organization charts and position description

Activity resource requirements Networking Enterprise environmental factors Organizational theory Organizational process assets Expert judgment Meetings

Acquire Project Team HR management plan Project staff assignments Pre- assignments Enterprise environmental factors Resource calendars Negotiation Organizational process assets Project management plan

updates Acquisition

Virtual teams Multi-criteria decision

plan updates Develop Project Team HR management plan Team performance

assessments Interpersonal skills

Project staff assignments Enterprise environmental factors updates

Training

Resource calendars Team-building activities Ground rules Colocation Recognition and

rewards Personal assessment

tools Manage Project Team HR management plan Change requests Observation and

conversation Project staff assignments Project management plan

updates Project performance appraisals

Team performance assessments Project documents updates Conflict management Issue log Project management plan

updates Interpersonal skills

Work performance reports Organizational process assets Organizational process assets

Page 16: Undestand PMBok 5th, Section 4

Project Human Resource Management

HR management includes the processes that organize, manage, and lead the project team.

“The project management team, is a subset of the project team, and is responsible for the project management and leadership activities such as initiating, planning, executing, monitoring, controlling, and closing the various project phases. This group can also be referred to as the core, executive, or leadership team.”

• Plan Human Resource Management o The process of identifying and documenting project roles, responsibilities, and

required skills, reporting relationships, and creating a staffing management plan • Acquire Project Team

o The process of confirming human resource availability and obtaining the team necessary to complete project assignments

• Develop Project Team o The process of improving the competencies, team member interaction, and the

overall team environment to enhance project performance. • Manage Project Team

o The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance

Page 17: Undestand PMBok 5th, Section 4

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Project Communications Management Process Name Inputs Outputs Tools & Techniques

Plan Communication Management

Project management plan Communication management plan

Communication requirements analysis

Stakeholder register Project documents updates Communication technology

Enterprise environmental factors Communication models Organizational process assets Communication

Methods Meetings

Manage Communications

Communication management plan Project communications Communication technology

Work performance reports Project management plan updates

Communication models

Enterprise environmental factors Project documents updates Communication methods

Organizational process assets Organizational process assets updates

Information management systems

Performance reporting Control

Communications Project management plan Work performance

information Information management systems

Project communications Change requests Expert judgment Issue log Project management plan

updates Meeting

Work performance data Project documents updates Organizational process assets Organizational process assets

updates

Page 18: Undestand PMBok 5th, Section 4

Project Communications Management

Includes the processes required to ensure timely and appropriate planning, collection, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information. Project managers spend the majority of their time communicating with team members and other project stakeholders.

• Plan Communications Management o The process of developing an appropriate approach and plan for

communications based on stakeholder’s information needs and requirements, and available organizational assets

• Manage Communications o The process of creating, collecting, distributing, storing, retrieving and ultimate

disposition of project information in accordance with communications management plan

• Control Communications o The process of monitoring and controlling communications throughout the

entire project life cycle

Page 19: Undestand PMBok 5th, Section 4

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Project Risk Management Process Name Inputs Outputs Tools & Techniques

Plan Risk Management Project management plan Risk management plan Analytical techniques Project charter Expert judgment Stakeholder register Meetings Enterprise environmental factors Organizational process assets

Identify Risks Risk management plan Risk register Documentations reviews

Cost management plan Information gathering techniques

Schedule management plan Checklist analysis Quality management plan Assumptions analysis HR management plan Diagramming

techniques Scope baseline SWOT analysis Activity cost estimates Expert judgment Activity duration estimates Stakeholder register Project documents Procurement documents Enterprise environmental factors Organizational process assets

Perform Qualitative Risk Analysis

Risk management plan Project documents updates Risk probability and impact assessment

Scope baseline Probability and impact matrix

Risk register Risk data quality assessment

Enterprise environmental factors Risk categorization Organizational process assets Risk urgency assessment Expert judgment

Perform Quantitative Risk Analysis

Risk management plan Project documents updates Data gathering and representation techniques

Cost management plan Quantitative risk analysis and modeling techniques

Schedule management plan Expert judgment Risk register Enterprise environmental factors Organizational process assets

Plan Risk Responses Risk management plan Project management plan updates

Strategies for negative risks or threats

Risk register Project documents updates Strategies for positive risks or opportunity

Contingent response

Page 20: Undestand PMBok 5th, Section 4

strategies Expert judgment

Control Risks Project management plan Work performance information

Risk reassessment

Risk register Change requests Risk audits Work performance data Project management plan

updates Variance and trend analysis

Work performance reports Project documents updates Technical performance measurements

Organizational process assets updates

Reserve analysis

Meetings

Project Risk Management

The processes of conducting risk management planning, identification, analysis, response planning, and monitoring and control on a project. The objectives of Project Risk Management are to increase the probability and impact of positive events, and decrease the probability and impact of negative events in the project.

“Project risk is always in the future. Risk is an uncertain event or condition that, if it occurs, has an effect on at least one project objective. Objectives can include scope, schedule, cost, and quality.”

• Plan Risk Management o The process of defining how to conduct risk management activities for a project

• Identify Risks o The process of determining which risks may affect the project and documenting

their characteristics • Perform Qualitative Risk Analysis

o The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact

• Perform Quantitative Risk Analysis o The process of numerically analyzing the effect of identified risks on overall

project objectives. • Plan Risk Responses

o The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.

• Control Risks o The process of implementing risk response plans, tracking identified risks,

monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.

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Project Procurement Management Process Name Inputs Outputs Tools & Techniques

Plan Procurement Management

Project management plan Procurement management plan

Make-or-buy analysis

Requirements documentation Procurement statement of work

Expert judgment

Risk register Procurement documents Market research Activity resource requirements Source selection criteria Meetings Project schedule Make-or-buy decision Activity cost estimates Change requests Stakeholder register Project document updates Enterprise environmental factors Organizational process assets

Conduct Procurements Procurement management plan Selected seller Bidder conference Procurement documents Agreements Proposal evaluation

techniques Source selection criteria Resource calendars Independent estimates Seller proposals Change requests Expert judgment Project documents Project management plan

updates Advertising

Make-or-buy decision Project documents updates Analytical techniques Procurement statement of work Procurement

negotiations Organizational process assets

Control Procurements Procurement management plan Work performance information

Contract change control system

Procurement documents Change requests Procurement performance review

Agreements Project management plan updates

Inspections and audits

Approved change request Project documents updates Performance reporting Work performance reports Organizational process assets

updates Payment systems

Work performance data Claims administrations Records management

system Close Procurements Project management plan Closed Procurement Procurement audits

Procurement documents Organizational process assets updates

Procurement negotiations

Records management system

Page 22: Undestand PMBok 5th, Section 4

Project Procurement Management

Includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. The organization can be either the buyer or seller of the products, services, or results of a project.

• Plan Procurement Management o The process of documenting project purchasing decisions, specifying the

approach, and identifying potential sellers • Conduct Procurements

o The process of obtaining seller responses, selecting a seller, and awarding a contract

• Control Procurements o The process of managing procurement relationships, monitoring contract

performance, and making changes and corrections as needed. • Close Procurements

o The process of completing each project procurement

Page 23: Undestand PMBok 5th, Section 4

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Project Stakeholder Management Process Name Inputs Outputs Tools & Techniques

Identify Stakeholders Project Charter Stakeholder register Stakeholder analysis Procurement documents Expert judgment Enterprise environmental factors Meetings Organizational process assets

Plan Stakeholder Management

Project management plan Stakeholder management plan

Expert judgment

Stakeholder register Procurement documents updates

Meetings

Enterprise environmental factors Analytical techniques Organizational process assets

Manage Stakeholder Engagement

Stakeholder management plan Issue log Communication methods

Communication management plan Change requests Interpersonal skills Change log Project management plan

updates Management skills

Organizational process assets Project documents updates Organizational process assets

updates

Control Stakeholder Engagement

Project management plan Work performance information

Information management system

Issue log Change requests Expert judgment Work performance data Project management plan

updates Meetings

Project documents Project documents updates Organizational process assets

updates

Page 24: Undestand PMBok 5th, Section 4

Project Stakeholder Management

Includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.

• Identify Stakeholders o The process of identifying all people or organizations could impact or be

impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, influence and impact on project success.

• Plan Stakeholder Management o The process of developing appropriate management strategies to effectively

engage stakeholders throughout the project life cycle • Manage Stakeholder Engagement

o The process of communicating and working with stakeholders to meet their needs/expectations

• Control Stakeholder Engagement o The process of monitoring overall project stakeholder relationships and adjusting

strategies and plans for engaging stakeholders

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You need to understand the terms and the logic relationships between the inputs, outputs and tools& techniques. Memorizing them is not enough and will lead you nowhere. Refer to the PMBoK 5h Edition for more details. & Please do not hesitate to contact me anytime if you have any questions, comments, and feedbacks.

Success is yours, Prepared By: Amr Miqdadi, PMP [email protected] http://www.pmlead.net

PMI®, PMP®, CAPM® and PMBOK® Guide are trademarks of the Project Management Institute, Inc. PMI® has not endorsed and did not participate in the development of this product.