INTRODUCTION
- The
PMBOK® is Project Management Body of Knowledge. This guide acts as a
methodology and identifies the importance of project management to apply
good practices.
- A
project is a temporary endeavor undertaken to create a unique product,
service, or result. The temporary nature of projects indicates that a
project has a definite beginning and end.
- The
project manager is the person assigned by the performing organization to
lead the team that is responsible for achieving the project objectives.
- An
ongoing work effort is generally a repetitive process that follows an
organization’s existing procedures that usually referred to as
‘operations’.
- Project
management is the application of knowledge, skills, tools, and techniques
to project activities to meet the project requirements.
- Project
management is accomplished through the appropriate application and
integration of the 47 logically grouped project management processes,
which are categorized into five Process Groups.
- These
five Process Groups are:
•
Initiating,
•
Planning,
•
Executing,
•
Monitoring and Controlling, and
•
Closing.
- A
program is defined as a group of related projects, subprograms, and
program activities managed in a coordinated way to obtain benefits not
available from managing them individually.
- A
portfolio refers to projects, programs, sub-portfolios, and operations
managed as a group to achieve strategic objectives.
- A
project management office (PMO) is a management structure that
standardizes the project-related governance processes and facilitates the
sharing of resources, methodologies, tools, and techniques.
- Operations
management is an area of management concerned with ongoing production of
goods and/or services.
ORGANIZATIONAL
INFLUENCES AND PROJECT LIFE CYCLE
- Functional
organization is a hierarchy where each employee has one clear superior.
Staff members are grouped by specialty, such as production, marketing,
engineering, and accounting at the top level.
- Projectized
organization gives great deal of authority to project managers. Team
members are often collocated in this type of organization. Most of the
organization’s resources are involved in project work.
- Matrix
organizations reflect a blend of functional and projectized
characteristics. Matrix organizations can be classified as weak, balanced,
or strong depending on the relative level of power and influence between
functional and project managers.
- Weak
matrix organizations maintain many of the characteristics of a functional
organization, and the role of the project manager is more of a coordinator
or expediter.
- Project
expediter works as staff assistant and communications coordinator.
- Project
coordinators have power to make some decisions, have some authority, and
report to a higher-level manager compare to project expediter.
- Strong
matrix organizations have many of the characteristics of the projectized
organization, and have full-time project managers with considerable
authority and full-time project administrative staff
- Balanced
matrix organization recognizes the need for a project manager. It does not
provide the project manager with the full authority over the project and
project funding.
- Organizational
process assets are the plans, processes, policies, procedures, and
knowledge bases specific to and used by the performing organization.
- Enterprise
environmental factors refer to conditions, not under the control of the
project team, that influence, constrain, or direct the project.
- Enterprise
environmental factors are considered inputs to most planning processes, may
enhance or constrain project management options, and may have a positive
or negative influence on the outcome.
- Stakeholders
are the people, groups, or organizations that could impact or be impacted
by a decision, activity, or outcome of the project.
- Stakeholders
include all members of the project team as well as all interested entities
that are internal or external to the organization.
- Stakeholder
identification is a continuous process throughout the entire project life
cycle.
- Project
governance is an oversight function that is aligned with the
organization’s governance model and that encompasses the project life
cycle.
- The
project team includes the project manager and the group of individuals who
act together in performing the work of the project to achieve its
objectives.
- A
project life cycle is the series of phases that a project passes through
from its initiation to its closure.
- Common
Phase-to-Phase relationships are Sequential and Overlapping
- Iterative
and incremental life cycles are ones in which project phases (also called
iterations) intentionally repeat one or more project activities as the
project team’s understanding of the product increases.
- Adaptive
life cycles (also known as change-driven or agile methods) are intended to
respond to high levels of change and ongoing stakeholder involvement.
PROJECT
MANAGEMENT PROCESSES
- A
process is a set of interrelated actions and activities performed to
create a pre-specified product, service, or result.
- Each
process is characterized by its inputs, the tools and techniques that can
be applied, and the resulting outputs.
- These
processes ensure the effective flow of the project throughout its life
cycle.
- Initiating Process Group. Those
processes performed to define a new project or a new phase of an existing
project by obtaining authorization to start the project or phase.
- Planning Process Group. Those
processes required to establish the scope of the project, refine the
objectives, and define the course of action required to attain the
objectives that the project was undertaken to achieve.
- Executing Process Group. Those
processes performed to complete the work defined in the project management
plan to satisfy the project specifications.
- Monitoring and Controlling Process
Group.
Those processes required to track, review, and regulate the progress and
performance of the project; identify any areas in which changes to the
plan are required; and initiate the corresponding changes.
- Closing Process Group. Those
processes performed to finalize all activities across all Process Groups
to formally close the project or phase.
- A
Knowledge Area represents a complete set of concepts, terms, and
activities that make up a professional field, project management field, or
area of specialization.
- The 47
project management processes are grouped into 10 separate Knowledge Areas.
- Project
Integration Management
- Project
Scope Management
- Project
Time Management
- Project
Cost Management
- Project
Quality Management
- Project
Human Resource Management
- Project
Communications Management
- Project
Risk Management
- Project
Procurement Management
- Project
Stakeholder Management
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