PMBOK(Project Management Body of Knowledge)
Download as PPTX, PDF1 like4,625 views
The PMBOK (Project Management Body of Knowledge) serves as a standard guideline for project management, emphasizing practices generally recognized as beneficial for success across most projects. It outlines a process-based approach, detailing five process groups—initiating, planning, executing, monitoring and controlling, and closing—and ten knowledge areas such as integration, scope, time, and cost management. The guide highlights the importance of a consensus on the application of knowledge and techniques, setting it apart from newer trends promoted by consultants.
PMBOK(Project Management Body of Knowledge)
- 1. PMBOK Project Management Body of Knowledge
- 2. Project Management Body of Knowledge is a set of standard terminology and guidelines (a body of knowledge) for project management Much of PMBOK is unique to project management e.g. critical path method and work breakdown structure (WBS). The PMBOK also overlaps with general management which both include planning, organising, staffing, executing and controlling the operations of an organisation. Other management disciplines which overlap include financial forecasting, organisational behaviour, management science, budgeting and other planning methods.
- 3. Purpose The PMBOK as described in the Guide is intended to be "subset of the project management body of knowledge that is generally recognized as a good practice. 'Generally recognized' means the knowledge and practices described are applicable to most projects most of the time and there is a consensus about their value and usefulness. 'Good practice' means there is a general agreement that the application of the knowledge, skills, tools, and techniques can enhance the chance of success over many projects." This means that the "latest" project management trends, often promoted by consultants, are normally not part in PMBOK.
- 4. Contents The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. This approach is consistent with other management standards such as ISO 9000 and the Software Engineering Institute's CMMI. Processes overlap and interact throughout a project or its various phases. Processes are described in terms of: Inputs (documents, plans, designs, etc.) Tools and Techniques (mechanisms applied to inputs) Outputs (documents, plans, designs, etc.)
- 5. Process groups The five process groups are:. Initiating: 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: 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: Those processes performed to complete the work defined in the project management plan to satisfy the project specifications Monitoring and Controlling: 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: Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.
- 6. Knowledge areas The ten knowledge areas, each of which contains some or all of the project management processes, are: Project Integration Management : the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the project management process groups. Project Scope management : the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Project Time Management : the processes required to manage the timely completion of the project. Project Cost Management : the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget. Project Quality Management : 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.
- 7. Project Human Resource Management : the processes that organize, manage, and lead the project team. Project Communications Management : the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information. Project Risk Management : the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project. Project Procurement Management : the processes necessary to purchase or acquire products, services, or results needed from outside the project team. Processes in this area include Procurement Planning, Solicitation Planning, Solicitation, Source Selection, Contract Administration, and Contract Closeout. Project Stakeholders Management : the processes required to identify all people or organizations impacted by the project, analyzing stakeholder expectations and impact on the project, and developing appropriate management strategies for effectively engaging stakeholders in project decisions and execution.