visual(r) pm knowledge area charts€¦ · for the pmbok® guide 5th edition mind map . thank you...

for the PMBOK® Guide 5th Edition

Mind Map

THANK YOUThank you for purchasing a copy of the VisuAL PM® Mind Map by Projerra Management Inc. We hope that the presentation of the knowledge areas and processes in a visually oriented manner will provide valuable insight for you.

ABOUT VisuAL PM®

VisuAL PM® is Visually Assisted Learning for Project Management. It is a suite of products that can help you visualize the relationships and dependencies that exist between the knowledge areas, processes, and documents that are defined in the PMBOK® Guide Fifth Edition. The graphical presentation helps you see the associations between the processes and the various input and output documents.

For additional VisuAL PM® products please visit our website www.projerra.ca.

We appreciate receiving thoughts and feedback from the professionals that use our products. Please contact us at [email protected].

PUBLISHED BYProjerra Management Inc.439 John Aselford DriveOttawa, Ontario, Canada, K2W 1A8www.projerra.ca

COPYRIGHTCopyright 2010, 2012, 2014 by Projerra Management Inc. All rights reserved. No part of this document may be reproduced, stored, or transmitted, in any form or by any means, without the prior written permission of the publisher.

REVISION HISTORYFourth Edition © 2014 – for PMBOK® Guide 5th Ed.Third Edition © 2014 – for PMBOK® Guide 5th Ed.Second Edition © 2012 – for PMBOK® Guide 4th Ed.First Edition ©2010 – for PMBOK® Guide 4th Ed.

REFERENCESProject Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013. Copyright and all rights reserved.

REGISTERED MARKSPMI® is a service and trademark of the Project Management Institute Inc.

PMBOK® is a trademark of the Project Management Institute Inc.

PMP® and CAPM® are registered marks of the Project Management Institute Inc.

VisuAL PM® is a registered trademark of Projerra Management Inc.

HOW TO USE THE MIND MAPColor and graphics have been used to visually represent the relationships between the 47 processes, 10 knowledge areas, 5 process groups, and 200+ inputs/outputs that are defined in the PMBOK® Guide Fifth Edition. Outputs that are not explicitly identified as an output of a process, but are mentioned in the guide, have been identified as ‘Implied Outputs’.

Each sheet presents the processes associated within a single knowledge area. The header of the sheet identifies the knowledge area and the chapter where that knowledge area is defined in the PMBOK® Guide. Color been used to identify the different process groups and project phases. Icons have been used to help you identify the various inputs, outputs, tools and techniques that support the process.

Mind Map

For the PMBOK® Guide Fifth Edition

VisuAL PM® Mind Map for the PMBOK® Guide Fifth Edition. Copyright Projerra Management Inc. 2014. of 12

M&C

Plan

Integration Management | Chapter 4

Integration Management

Inputs

Inputs

Outputs

Inputs

Outputs

Outputs

Outputs

4.4 Monitor & Control

Project Work

4.2 Develop Project

Management Plan

Tools & Techniques

Tools & Techniques

Tools & Techniques

Outputs

Change Management PlanImplied Outputs Configuration Management Plan

Close

4.6 Close Project or Phase

Outputs

Visual perspectives in project management and business analysis


Mind Map for PMBOK® v5

Approved change requests

Change log


Project mgmt information system

Meetings

Project mgmt information system

Meetings

Meetings

Expert judgment

Tools & Techniques

Tools & Techniques

Meetings

Project documents (updates)

Project management plan (updates)

Organizational process assets

Enterprise environmental factors

Change requests

Work performance reports

Project management plan



Change requests

Work performance data

Deliverables




Project charter

Expert judgment



Agreements

Business case $$

Project statement of work

Inputs

Organizational process assets (updates)

Final product, service or result transition


Accepted deliverables





Change requests

Expert judgment



Work performance information

Validated changes

Schedule forecasts



Expert judgement



Outputs from other processes

Project charter

Tools & Techniques

Cost forecasts$

Inputs

Inputs

Analytical techniques


Init

4.1 Develop Project Charter

Exec4.3 Direct &

Manage Project Work

M&C

4.5 Perform Integrated

Change Control

Facilitation TechniquesFacilitation techniques

Expert judgment

Expert judgment

Change control tools

M&C

Plan

5.6 Control Scope

Scope Management | Chapter 5

Scope Management

Outputs

Tools & Techniques

Inputs

Outputs WBS

WBS Dictionary


Inputs

Outputs

Outputs

5.4 Create WBS

Tools & Techniques

Outputs

Tools & Techniques




Inputs

Inputs

Inputs

Plan

5.3 Define Scope

M&C

5.5 Validate Scope

Plan

5.1 Plan Scope Management

Plan

5.2 Collect Requirements

Inputs

Outputs



Requirements traceability matrixR

Requirements documentationR




Change requests


Expert judgment

Expert judgment

Meetings

Scope management plan

Requirements management plan R

Tools & Techniques

Expert judgment

Project scope statement



Project charter




Project charter

Requirements documentation R




Requirements traceability matrix R


Accepted deliverables

Change requests



Verified deliverables


Requirements management planR

Stakeholder management plan

Project charter

Stakeholder register


Requirements traceability matrixR







Tools & Techniques

`

Scope statementScope baseline

Product analysis

Alternatives generation

Facilitated workshops

Inspection

Group decision-making techniques

Tools & Techniques

Variance analysis

Decomposition

Focus groups

Facilitated workshops

Group creativity techniques


Questionnaires & SurveysQ

Prototypes

Benchmarking

Context diagrams

Document analysis

InterviewsQ

Observations

Plan

Plan

Plan

Plan

Plan

Plan

Time Management | Chapter 6



Project schedule network diagrams

Schedule management plan

Activity Attributes

Activity list

Time Management

Activity list


Expert judgment


Project charter

Outputs

Inputs

Inputs

Tools & Techniques

Outputs

Activity duration estimates


Inputs

Tools & Techniques

Outputs

Inputs

Outputs

Tools & Techniques

Outputs

Inputs

Tools & Techniques

Outputs



Milestone list

M&C

6.7 Control Schedule

6.6 Develop Schedule

6.4 Estimate Activity

Resources

6.3 Sequence Activities

Activity Attributes

Activity list

Resource calendars

Activity resource requirements

Risk register


Inputs

Tools & Techniques Outputs

Inputs


6.2 Define Activities

6.5 Estimate Activity

Durations

6.1 Plan Schedule Mgmt









Change requests

Schedule forecasts



Project documents (updates) Product documents (updates)

Schedule baseline

Project schedule

Schedule data

Project calendars 31




Risk register

Resource breakdown schedule

Project staff assignments


Project schedule ntwk diagram

Resource calendars


Activity list


Activity attributesProject documents (updates)

Resource breakdown structure




Activity cost estimates$

Risk register

Resource calendars

Activity attributes

Activity list




Scope baseline


Project schedule


Project calendars 31

Schedule data



Milestone list

Activity attributes

Meetings

Expert judgment

Tools & Techniques

Tools & Techniques


Precedence diagramming methods (PDM)

Dependency determination

Leads and lags


Reserve analysis

Group decision-making tech

Three-point estimating

Parametric estimating

Analogous estimating

Expert judgment

Resource breakdown structure

Decomposition

Rolling wave planning

Bottom-up estimating

Project management software

Published estimating data

Alternatives analysis

Expert judgment

Schedule network analysis

Critical path method

Critical chain method

Resource optimization tech

Modeling techniques

Leads and lags

Schedule compression

Scheduling tool

Performance reviews


Resource optimization tech

Modeling techniques

Leads and lags

Schedule compression

Scheduling tool

Plan

Plan

M&C

Plan

Cost Management | Chapter 7

Cost ManagementInputs

Inputs

Outputs

Inputs

Outputs

7.2 Estimate Costs

Inputs

Outputs7.3 Determine

Budget

7.4 Control Costs

7.1 Plan Cost Management






Project funding requirements $



Basis of estimates



Project charter



Cost management plan $

Scope baseline

Activity cost estimates $

Basis of estimates

Project schedule

Risk register

Agreements


Expert judgment

Cost baseline $

Project funding requirements $


Meetings

Cost management plan $ Outputs

Resource calendars 31

Cost management plan$

HR management plan

Scope baseline

Project schedule

Risk register



Expert judgment


Change requests

Cost forecasts$




Tools & Techniques

Expert judgment Tools & Techniques

Tools & Techniques


Cost aggregation

Reserve analysis

Historical relationships

Funding limit reconciliation

Analogous estimating

Parametric estimating

Bottom-up estimating

Three-point estimates

Reserve analysis

Cost of quality


Vendor bid analysis


Reserve analysis

Performance reviews

To-complete performance index


Forecasting

Earned value management

Tools & Techniques

M&C

Plan

Exec

Quality Management | Chapter 8

Quality Management

Inputs

Tools & Techniques

Inputs

Outputs

Project documents

8.3 Control Quality

8.1 Plan Quality Management

Tools & Techniques

Flowcharting

Cause & effect diagramControl charts

Check sheetsScatter diagram

Pareto chartHistogram

Tools & Techniques

Outputs

Inputs

8.2 Perform Quality

Assurance




Outputs


Risk register







Approved change request review




Change requests

Process improvement planPIP

Project documents

Organizational process assets (updates)Organizational process assets



Change requests


Quality metrics

Quality checklists


Quality metrics

Quality checklists

Deliverables

Verified deliverables

Validated changes

Quality control measurements#

Quality metrics

Quality control measurements#

Seven basic quality tools

Statistical sampling

Inspection

Meetings

Quality management plan

Process improvement plan PIP



Additional quality planning tools

Statistical sampling

Design of experiments

Benchmarking

Seven basic quality tools

Cost of quality

Cost-benefit analysis Quality management and control tools

Quality audits

Process analysis

Exec

Exec

Plan

Exec

Human Resource Management | Chapter 9

HR Management

Team performance assessments


Issue log


Inputs

Inputs

Outputs


Inputs

Outputs

Inputs

Outputs



Change requests

9.3 Develop Project Team


HR management plan

Enterprise environmental factor (updates)

9.1 Plan HR Management

9.2 Acquire Project Team

9.4 Manage Project Team

Tools & Techniques

Tools & Techniques




Expert judgment

Meetings

HR management plan

Team performance assessment

Enterprise environmental factor (updates)

Tools & Techniques

Tools & Techniques

HR management plan




Resource calendars


Org charts & position descriptions

Networking

Organizational theory

Interpersonal skills

Training

Team-building exercises

Ground rules

Co-location

Recognition and rewards

Personnel assessment tools

Observation and conversation

Project performance appraisals

Conflict management

Pre-assignment

Negotiation

Acquisition

Virtual teams

Multi-criteria decision analysis






HR management plan

Outputs

Resource calendars


Communications Management | Chapter 10


M&C

Exec


Project communications

Communications Management


Project communications

Communications management plan






Outputs

Inputs

Inputs

Inputs

Outputs

Issue log







Tools & Techniques



Change requests




Tools & Techniques


Outputs

Information management systems

10.3 Control Communications

Tools & Techniques

10.2 Manage Communications


Plan10.1 Plan

CommunicationsManagement


Meetings


Meetings

Expert judgment

Communications requirements analysis

Communications technology

Communications models

Communications methods

Communications technology

Communications models


Performance reporting

Plan

Risk Management | Chapter 11



Risk management plan

Risk register

Scope baseline

Risk Management




Project charter

Outputs

Inputs

Inputs



Inputs

Outputs

Outputs

Inputs



Risk register

Inputs Tools & Techniques

Outputs



Risk register

Work performance reports Meetings

Inputs


11.2 Identify Risks

Tools & Techniques

Tools & Techniques

Outputs

M&C

11.6 Control Risks

Plan

11.1 Plan Risk Management

Plan

11.4 Perform Quantitative Risk Analysis




Expert judgment

HR management plan

Enterprise environment factors





Risk register




Change requests





Risk register



Project documents (updates)Outputs

Expert judgment

Scope baseline


Project documents


Procurement documents



Expert judgment

Meetings

Expert judgment

Expert judgement

Tools & Techniques

Tools & Techniques

Tools & Techniques


Risk probability and impact assessment

Probability and impact matrix

Risk data quality assessment

Risk categorization

Risk urgency assessment

Strategies for negative risks or threats

Strategies for positive risks or threats

Contingent response strategy


Risk reassessment

Risk audits

Technical performance measurement

Reserve analysis

Variance and trend analysis

SWOT Analysis

Diagramming techniques

Assumptions analysis

Checklist analysis

Information gathering sessions

Documentation reviews

Data gathering & representation tech

Quantitative risk analysis & modeling tech

Plan

11.5 Plan Risk Responses

Plan

11.3 Perform Qualitative

Risk Analyses

Plan

M&C

Exec

Close

12.4 Close Procurements

Procurement Management | Chapter 12

Procurement Management

Outputs

Inputs

Inputs

Inputs

Inputs

12.1 Plan Procurement Management

12.3 Control Procurements

12.2 Conduct Procurements

OutputsOutputs

Outputs






Change requests


Procurement management plan

Expert judgment



Risk register

Project schedule





Activity cost estimates $

Make-or-buy decisions

Source section criteria ?


Procurement statement of work


Agreements


Expert judgement

Procurement management plan

Project documents




Change requests

Resource calendars




Change requests




Tools & Techniques

Make-or-buy decisions

Seller proposals??

Source selection criteria?

Procurement statement of work


Selected sellers

Agreements


Closed procurements

Tools & Techniques


Tools & Techniques

Make-or-buy analysis

Market research

Contract change control

Procurement performance reviews

Inspections & audits

Performance reporting

Payment system

Claims administration

Records management system

Bidder conferences

Proposal evaluation techniques

Independent estimates

Advertising


Procurement negotiations

Procurement audits

Procurement negotiations

Records management system

Tools & Techniques

Meetings

Plan

Init

Exec

M&C

Stakeholder Management | Chapter 13

Stakeholder ManagementInputs

Inputs

Outputs

Inputs

Outputs

Inputs

Outputs

13.2 Plan Stakeholder

Management

13.1 Identify Stakeholders

13.3 Manage Stakeholder Engagement 13.4 Control

Stakeholder Engagement




Tools & Techniques

Tools & Techniques

Tools & Techniques



Expert judgment

Meetings




Change log



Change requests

Issue log




Outputs

Project charter




Expert judgement

Meetings




Issue log


Project documents


Expert judgement

Meetings


Change requests





Tools & Techniques

Stakeholder analysis



Management skills


visual(r) pm knowledge area charts€¦ · for the pmbok® guide 5th edition mind map . thank you...

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