A User's Manual to the PMBOK Guide E-Book

Cynthia Snyder

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 310

Veröffentlichungsjahr: 2010

Beschreibung

The professional standard in the field of project management, A Guide to the Project Management Body of Knowledge better known as the PMBOK® Guide published by the Project Management Institute (PMI®) serves as the ultimate resource for professionals and as a valuable studying and training device for students taking the PMP® exam. A User's Manual to the PMBOK® Guide takes the next logical step to act as a true user's manual. Its accessible format and easy-to-understand language helps to not only distill essential information contained in the PMBOK® Guide--Fourth Edition, but also fills an educational gap by offering instruction on how to apply its various tools and techniques. This book: * Defines each project management process in the PMBOK® Guide--Fourth Edition, describes their intent, and discusses their individual ITTOs (inputs, tools and techniques, and outputs) * Features examples, handy tips, and sample forms to supplement learning * Is written by the author who was project manager of the PMBOK ®Guide--Fourth Edition * Contains a data flow diagram of each process in the PMBOK® Guide--Fourth Edition to show how information is distributed A User's Manual to the PMBOK® Guide simplifies the PMBOK® Guide--Fourth Edition to provide the springboard from which successful project management processes are interpreted and carried out in the real world. Thorough in coverage and rich in content, this manual is a worthy companion to augment the important strategies laid out in the PMBOK® Guide Fourth Edition--and the one book that aspiring or professional project managers should never be without. (PMBOK, PMI, PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)

Leseprobe

Table of Contents

Title Page

Copyright Page

Preface

Acknowledgments

Chapter 1 - Introduction

About This Book

Project Management Process Groups

Project Management Knowledge Areas

Chapter 2 - Key Concepts

Projects, Programs, and Portfolios

Project Life Cycles

Progressive Elaboration

Tailoring

Project Management Plan and Project Documents

Enterprise Environmental Factors

Organizational Process Assets

Chapter 3 - Initiating a Project

Initiating Process Group

Project Sponsor Role

Project Manager Role

Develop Project Charter

Identify Stakeholders

Chapter 4 - Planning Scope

Planning Process Group

Planning Loops

Project Scope Management

Collect Requirements

Define Scope

Create WBS

Chapter 5 - Planning the Schedule

Project Time Management

Define Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

Chapter 6 - Planning Cost

Project Cost Management

Estimate Costs

Determine Budget

Chapter 7 - Planning Quality

Project Quality Management

Plan Quality

Chapter 8 - Planning Human Resources

Project Human Resource Management

Develop Human Resource Plan

Chapter 9 - Planning Communications

Project Communications Management

Plan Communications

Chapter 10 - Planning Risk

Project Risk Management

Plan Risk Management

Identify Risks

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Plan Risk Responses

Chapter 11 - Planning Procurement

Project Procurement Management

Plan Procurements

Chapter 12 - Planning Integration

Project Integration Management

Develop Project Management Plan

Chapter 13 - Executing Quality Management

Executing Process Group

Perform Quality Assurance

Chapter 14 - Executing Human Resource Management

Acquire Project Team

Develop Project Team

Manage Project Team

Chapter 15 - Executing Communications Management

Distribute Information

Manage Stakeholder Expectations

Chapter 16 - Executing Procurement Management

Conduct Procurements

Chapter 17 - Executing the Project

Direct and Manage Project Execution

Chapter 18 - Monitoring and Controlling Scope

Monitoring and Controlling Process Group

Verify Scope

Control Scope

Chapter 19 - Monitoring and Controlling the Schedule

Control Schedule

Chapter 20 - Monitoring and Controlling Cost

Control Costs

Chapter 21 - Monitoring and Controlling Quality

Perform Quality Control

Chapter 22 - Monitoring and Controlling Communications

Report Performance

Chapter 23 - Monitoring and Controlling Risk

Monitor and Control Risks

Chapter 24 - Monitoring and Controlling Procurement

Administer Procurements

Chapter 25 - Monitoring and Controlling the Overall Project

Monitor and Control Project Work

Perform Integrated Change Control

Chapter 26 - Closing the Project

Closing Process Group

Close Procurements

Close Project or Phase

Index

This book is printed on acid-free paper.

Copyright © 2010 by John Wiley & Sons, Inc. All rights reserved

Published by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

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Project Management Institute (www.pmi.org) is the leading advocate for the project management profession globally. Founded in 1969, PMI has more than 400,000 members and credential holders in 174 countries. PMI’s Project Management Professional (PMP) credential is globally recognized as the gold standard credential in project management

©2010 Project Management Institute, Inc. All rights reserved.

“PMI”, the PMI logo, “PMP”, “PMBOK” are registered marks of Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI Legal Department.

Library of Congress Cataloging-in-Publication Data:

Stackpole, Cynthia, 1962-

A user’s Manual to the PMBOK guide / Cynthia Stackpole.

p. cm.

Includes index.

ISBN 978-0-470-58489-7 (pbk.); ISBN 978-0-470-89009-7 (ebk); ISBN 978-0-470-89010-3 (ebk); ISBN 978-0-470-89012-7 (ebk)

1. Project management. 2. Project management—Handbooks, manuals, etc. I. Guide to the project management body of knowledge (PMBOK guide) II. Title.

HD69.P75S6894 2010

658.4’04—dc22

2010025380

Preface

This book is designed to help make the Guide to the Project Management Body of Knowledge (PMBOK®Guide)—Fourth Edition more accessible to project managers.

It presents information from the PMBOK®Guide—Fourth Edition in easily understandable language, and it describes how to apply the various tools and techniques. In short, it makes the PMBOK®Guide easier to understand and helps you implement the practices described in the PMBOK®Guide.

The information in this book is based solely on information from the PMBOK®Guide—Fourth Edition. 1 Therefore, you will find identical definitions and many of the same tables and figures. Thus, we will not footnote each reference to the PMBOK®Guide because, as we have stated, that is the sole source for content.

We have included some sections of forms that show how you can use a form or template to record the information in a specific document. These forms can be found in The Project Manager’s Book of Forms,2 published by PMI and Wiley. Again, since this is the sole source for forms; we will not footnote each reference.

To help make this book easier to read, we are using various icons, tables, data flow diagrams, and call-out boxes. For instance, when we use a definition from the PMBOK®Guide we have inserted a dictionary icon. At the beginning of each process we describe the process and then show a data flow diagram from the PMBOK®Guide so you can see how information flows through the process, where it comes from, and where it goes. Call-out boxes may be used to list elements of a particular document.

The information is presented by Process Group as opposed to how the PMBOK®Guide presents it; by Knowledge Area. Because this book is designed to assist you in managing a project we felt it would be helpful to present information more consistent with how you will apply it on a project. We hope this User’s Manual helps you in delivering successful projects!

Acknowledgments

There are many people that help get a book from an idea to the bound copy you are holding. I can’t possibly name all of them, but I would like to thank a few individuals who have been gracious enough to help me with this book.

First, Bob Argentieri who believed that what I had to say was worth publishing. Bob has done an amazing job developing a partnership with the folks at PMI to get this book into as many hands as possible. Thank you so much! Dan Magers is my go-to guy for all my questions. Thank you, Dan. Kerstin Nasdeo keeps everything on track after it gets written. You are the queen of production!

Thank you to Elden Jones and Mark Krahn for help on some of the technical matters in configuration management and quality techniques. I really appreciate the feedback Jim Pennypacker provided after reading the draft. Your perspective is valuable. Becky Clark was helpful in organizing and formatting the initial draft. I always appreciate the help you give me.

And finally, thank you to the folks at PMI in the Standards and Publications departments. John Zlockie has a wealth of information about standards. Kristen Vitello is a wonderful resource and friend. Your willingness to do what it takes to get things done and your sly wit are delightful. The folks in publishing, Donn Greenberg, Barbara Walsh, and Roberta Storer, are amazing professionals. I am so happy I got to work with you all.

Chapter 1

Introduction

About This Book

This book is designed to help make A Guide to the Project Management Body of Knowledge (PMBOK®Guide)—Fourth Edition more accessible to project managers. The PMBOK®Guide is a standard, therefore it defines what is considered to be a good practice on most projects most of the time. Notice it does not define best practices, it defines good practices. Best practices tend to be industry and organization specific. Because the PMBOK®Guide is a standard it is not descriptive. In other words, it doesn’t tell you how to implement those practices, it merely identifies them.

The PMBOK®Guide also promotes a common vocabulary for project management, thereby enabling effective communication about project management between project managers, their sponsors, and their team members.

Many project managers, PMOs, and organizations mistake the PMBOK®Guide as a project management methodology. It is not. A project management methodology is a set of practices, policies, procedures, guidelines, tools, techniques, etc. that are used to manage projects. This book is not a methodology. This book takes the information in the PMBOK®Guide and describes it in easily understandable language and explains how to apply the various tools and techniques. In short, it makes the PMBOK®Guide easier to understand and helps you implement the practices described therein.

The information in this book is based solely on information from the PMBOK®Guide—Fourth Edition. Therefore you will find identical definitions and some of the same tables and figures.

To help make this book easier to read we are using various features such as definitions, examples, tips, and sample forms. At the beginning of each process we describe the process and then show a data flow diagram from the PMBOK®Guide so you can see how information flows through the process, where it comes from, and where it goes to next. We have presented the inputs, tools and techniques, and outputs in a table at the appropriate place in the discussion for each of the processes. In some instances, we provide a list of elements typically found in a particular document. Sometimes we include sections of forms that show how you can use a form or template to record the information in the document. These forms can be found in The Project Manager’s Book of Forms, published by PMI and John Wiley & Sons.

Project Management Process Groups

The project management standard is presented as 42 discrete processes. A process is a set of interrelated actions and activities performed to achieve a pre-specified product, result, or service. Processes are comprised of inputs, tools and techniques, and outputs. Therefore, this book will follow that structure of presenting a process and then discussing the individual inputs, tools and techniques, and outputs that comprise the process.

Input. Any item, whether internal or external to the project, that is required by a process before that process proceeds. May be an output from a predecessor process.

Tool. Something tangible, such as a template or software program, used in performing an activity to produce a product or result.

Technique. A defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service, and that may employ one or more tools.

Output. A product, result, or service generated by a process. May be an input to a successor process.

To facilitate understanding of the processes, PMI has identified five Process Groups. These groups are: Initiating Process Group, Planning Process Group, Executing Process Group, Monitoring and Controlling Process Group, and the Closing Process Group.

Initiating Process Group. Those processes performed to define a new project or 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.

Note in the following figure how the Process Groups interact with each other in each phase of the project and for the project overall. The processes in the Initiating Process Group are used to identify the high-level definition of the project or phase and obtain authorization to proceed. Once this is accomplished the high-level information can be further elaborated in the Planning Process Group. Of course, we don’t only plan at the start of the project. We spend much of the first part of our project planning, but as we get into the Executing Process Group, where we are actually creating and developing the work of the project, we will need to plan in finer levels of detail and re-plan when things do not go as expected. In fact, the Monitoring and Controlling Process Group is used to compare our planned progress to our actual progress. If the two are acceptably consistent, we continue on with the project work. If they are not, we will need to plan corrective or preventive actions to get our performance aligned with our plan. Finally, we will use the Closing Process Group to finalize the work and archive the phase or project information.

Figure 1-1

Project Management Process Groups

Source: PMBOK®Guide—Fourth Edition, page 40.

Project Management Knowledge Areas

Another way to categorize the project management processes is by Knowledge Area. PMI identifies nine 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

The following figure shows how each of the 42 project management processes aligns with the Project Management Process Groups and the Project Management Knowledge Areas.

This book will use the Process Groups rather than the Knowledge Areas to present information. In Chapter 2 we will review some of the key concepts in project management; then in Chapter 3 we will discuss the Initiating Processes. The next several chapters will discuss the Planning Processes. This will be followed by chapters on the Executing Processes, Monitoring and Controlling Processes, and finally, the Closing Processes.

Figure 1-2

Project Management Process Groups and Knowledge Areas Mapping

Source: PMBOK®Guide—Fourth Edition, page 43.

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

Project Cost Management includes the processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.

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.

Project Human Resource Management includes the processes that organize and manage the project team.

Project Communications Management includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information.

Project Risk Management includes the processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and control on a project.

Project Procurement Management includes the processes to purchase or acquire the products, services, or results needed to form outside the project team to perform the work.

Chapter 2

Key Concepts

Projects, Programs, and Portfolios

The difference between a project and a program can sometimes be fuzzy. And the difference between a program and a portfolio of projects can also be confusing. Let’s start by looking at definitions for these words and then explore some additional key concepts in project management.

Project. A temporary endeavor undertaken to create a unique product, service, or result.

Program. A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program.