the 9 principles of project management body of knowledge
TRANSCRIPT
The 9 Principles of Project Management Body
of Knowledge (PMBoK)
2017
PMBoK Knowledge Areas: 9 Must Know Aspects Related to PM
• To make it easier for people to understand project management
• PMBoK knowledge areas are classified into nine categories by PMBOK Guide.
1.3 The 9 Principles of Project Management Body of Knowledge (PMBoK)
1. Project Integration Management
2. Scope Management
3. Time Management
4. Cost Management
5. Quality Management
6. Human Resources Management
7. Communications Management
8. Risk Management
9. Procurement Management
Project Management Process Groups• Initiating Process Group. The process(es) performed to define a new project or
a new phase of an existing project by obtaining authorization to start the projector phase.
• Planning Process Group. The process(es) required to establish the scope of theproject, refine the objectives, and define the course of action required to attainthe objectives that the project was undertaken to achieve.
• Executing Process Group. The process(es) performed to complete the workdefined in the project management plan to satisfy the project requirements.
• Monitoring and Controlling Process Group. The process(es) required to track,review, and regulate the progress and performance of the project; identify anyareas in which changes to the plan are required; and initiate the correspondingchanges.
• Closing Process Group. The process(es) performed to formally complete orclose a project, phase, or contract.
1. Project Integration Management
• Project integration management includes theprocesses and activities to identify, define,combine, unify, and coordinate the variousprocesses activities within the projectmanagement process groups.
• In the project management context, integrationincludes characteristics of unification,consolidation, communication, andinterrelationship.
• In short, project managers will have to keep aneye on every aspect of a project and check ifeverything is going according to the plan.
• Project integration management consists of seven steps:
1. Developing the project charter
2. Developing the preliminary project scope
3. Developing the project plan
4. Executing the project and producing deliverables
5. Monitoring the progress of the project
6. Integrating change controls in the project
7. Closing the project
2. Scope Management
• Plan scope management is the process ofcreating a scope that documents how theproject and product scope will be defined,validated, and controlled.
• The key benefit of this process is that itprovides guidance on how scope will bemanaged throughout the project.
• Therefore, project scope should alsocontain milestones related to projects.
• Scope management deals with five processes includes:
1. Collect requirements (Document stakeholder requirements)
2. Define scope (Detailed description of project and what it will do)
3. Create work breakdown structure (Dividing projects into smallertasks)
4. Verify scope (Getting acceptance of project deliverables fromstakeholders)
5. Control scope (Difference between actual and approved scope)
3. Time Management
• A third element of project management PMBOK covers is timemanagement. This element includes six processes for:
• Defining activity
• Sequencing activity
• Estimating the duration of activities
• Estimating resource activities
• Developing schedules
• Controlling schedules
• Project Schedule Management includes the processes required to manage the timely completion of the project.
• The Project Schedule Management processes are:
• 6.1 Plan Schedule Management—The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
• 6.2 Define Activities—The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
• 6.3 Sequence Activities—The process of identifying and documenting relationships among the project activities.
• 6.4 Estimate Activity Durations—The process of estimating the number of work periods needed to complete individual activities with the estimated resources.
• 6.5 Develop Schedule—The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.
• 6.6 Control Schedule—The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline.
• One of the biggest challenges for project managers is tocomplete projects on time.
• However, most project managers do not understand thisknowledge area. Hence, most projects under theirsupervision fail to complete before the deadline.
4. Cost Management
• Plan Cost Management is the process of defininghow the project costs will be estimated, budgeted,managed, monitored, and controlled.
• The key benefit of this process is that it providesdirection on how the project costs will be managedthroughout the project.
4. Cost Management
1. Estimate Costs—The process of developing anapproximation of the monetary resources needed tocomplete project work.
2. Determine Budget—The process of aggregating theestimated costs of individual activities or work packages testablish an authorized cost baseline.
3. Control Costs—The process of monitoring the status ofthe project to update the project costs and managechanges to the cost baseline.
• Most project managers consider managing costsagainst their project as their biggest challenge.
• However, cost management can be a differencemaker between a successful project and a projectfailure. Many projects are abandoned due tobudget constraints.
5. Quality Management
Project quality management includes the processes forincorporating the organization’s quality policyregarding planning, managing, and controlling projectand product quality requirements in order to meetstakeholders’ objectives.
The Project Quality Management processes are:
• Plan Quality Management—The process of identifyingquality requirements and/or standards for the project andits deliverables, and documenting how the project willdemonstrate compliance with quality requirements and/orstandards.
• Manage Quality—The process of translating the qualitymanagement plan into executable quality activities thatincorporate the organization’s quality policies into theproject.
• Control Quality—The process of monitoring and recordingthe results of executing the quality management activitiesto assess performance and ensure the project outputs arecomplete, correct, and meet customer expectations.
6. Human Resources Management
• Project Resource Management includes theprocesses to identify, acquire, and manage theresources needed for the successful completion ofthe project.
• These processes help ensure that the rightresources will be available to the project managerand project team at the right time and place.
• The Project Resource Management processes are:
• Plan Resource Management—The process of defining how to estimate, acquire,manage, and utilize physical and team resources.
• Estimate Activity Resources—The process of estimating team resources and thetype and quantities of material, equipment, and supplies necessary to performproject work.
• Acquire Resources—The process of obtaining team members, facilities,equipment, materials, supplies, and other resources necessary to complete projectwork.
• Develop Team—The process of improving competencies, team memberinteraction, and the overall team environment to enhance project performance.
• Manage Team—The process of tracking team member performance, providingfeedback, resolving issues, and managing team changes to optimize projectperformance.
• Control Resources—The process of ensuring that the physical resources assignedand allocated to the project are available as planned, as well as monitoring theplanned versus actual use of resources, and performing corrective action asnecessary.
7. Communications Management
• Project communications management includes theprocesses necessary to ensure that the informationneeds of the project and its stakeholders are metthrough development of artefacts and implementationof activities designed to achieve effective informationexchange.
• Project Communications Management consists of twoparts.
• The first part is developing a strategy to ensurecommunication is effective for stakeholders.
• The second part is carrying out the activities necessary toimplement the communication strategy.
• The Project Communications Management processes are:
1. Plan Communications Management—The process ofdeveloping an appropriate approach and plan for projectcommunication activities based on the information needsof each stakeholder or group, available organizationalassets, and the needs of the project.
2. Manage Communications—The process of ensuringtimely and appropriate collection, creation, distribution,storage, retrieval, management, monitoring, and theultimate disposition of project information.
3. Monitor Communications—The process of ensuring theinformation needs of the project and its stakeholders aremet.
8. Risk Management
• Project Risk Management includes the processes ofconducting risk management planning,identification, analysis, response planning,response implementation, and monitoring risk on aproject.
• The objectives of project risk management are toincrease the probability and/or impact of positiverisks and to decrease the probability and/or impactof negative risks, in order to optimize the chancesof project success.
The Project Risk Management processes are:
1. Plan Risk Management—The process of defining how to conduct riskmanagement activities for a project.
2. Identify Risks—The process of identifying individual project risks as well assources of overall project risk, and documenting their characteristics.
3. Perform Qualitative Risk Analysis—The process of prioritizing individualproject risks for further analysis or action by assessing their probability ofoccurrence and impact as well as other characteristics.
4. Perform Quantitative Risk Analysis—The process of numerically analysingthe combined effect of identified individual project risks and other sourcesof uncertainty on overall project objectives.
5. Plan Risk Responses—The process of developing options, selectingstrategies, and agreeing on actions to address overall project risk exposure,as well as to treat individual project risks.
6. Implement Risk Responses—The process of implementing agreed-upon riskresponse plans.
7. Monitor Risks—The process of monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying and analysingnew risks, and evaluating risk process effectiveness throughout the project.
9. Procurement Management
• Project Procurement Management includes theprocesses necessary to purchase or acquire products,services, or results needed from outside the projectteam.
• Project Procurement Management includes themanagement and control processes required todevelop and administer agreements such as contracts,purchase orders, memoranda of agreements (MOAs),or internal service level agreements (SLAs).
• The personnel authorized to procure the goods and/orservices required for the project may be members ofthe project team, management, or part of theorganization’s purchasing department if applicable.
• Project Procurement Management processes include thefollowing:
1. Plan Procurement Management—The process ofdocumenting project procurement decisions, specifyingthe approach, and identifying potential sellers.
2. Conduct Procurements—The process of obtaining sellerresponses, selecting a seller, and awarding a contract.
3. Control Procurements—The process of managingprocurement relationships, monitoring contractperformance, making changes and corrections asappropriate, and closing out contracts.
• Plan Procurement Management is the process ofdocumenting project procurement decisions, specifyingthe approach and identifying potential sellers.
• The key benefit of this process is that it determineswhether to acquire goods and services from outsidethe project and, if so, what to acquire as well as howand when to acquire it.
• Goods and services may be procured from other partsof the performing organization or from externalsources.
THE PROJECT LIFE CYCLE• A project life cycle is the series of phases that a project passes
through from its start to its completion.
• A project phase is a collection of logically related project activitiesthat culminates in the completion of one or more deliverables.
• The phases can be sequential, iterative, or overlapping.
• The names, number, and duration of the project phases aredetermined by the management and control needs of theorganization(s) involved in the project, the nature of the projectitself, and its area of application.
• Phases are time bound, with a start and end or control point(sometimes referred to as a phase review, phase gate, controlgate, or other similar term).
• At the control point, the project charter and business documentsare re-examined based on the current environment.
• At that time, the project’s performance is compared to the projectmanagement plan to determine if the project should be changed,terminated, or continue as planned.
• The project life cycle can be influenced by the uniqueaspects of the organization, industry, developmentmethod, or technology employed.
• While every project has a start and end, the specificdeliverables and work that take place vary widelydepending on the project.
• The life cycle provides the basic framework formanaging the project, regardless of the specific workinvolved.
A generic life cycle structure typically displays the following characteristics:• Cost and staffing levels are low at the start, increase as the
work is carried out, and drop rapidly as the project draws toa close.
• Risk is greatest at the start of the project as illustrated byFigure 1-3.
• These factors decrease over the life cycle of the project asdecisions are reached and as deliverables are accepted.
• The ability of stakeholders to influence the finalcharacteristics of the project’s product, without significantlyimpacting cost and schedule, is highest at the start of theproject and decreases as the project progresses towardcompletion.
• Figure 1-3 illustrates the cost of making changes andcorrecting errors typically increases substantially as theproject approaches completion.
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