1. PMBOK® Guide Processes Flow – 5th Edition
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  3. Download PMBOK Guide 5th Edition
  4. Project Management Body of Knowledge PMBOK Guide, 5th Ed 31.pdf

Library of Congress Cataloging-in-Publication Data. A guide to the project management body of knowledge (PMBOK® guide). -- Fifth edition. MODULE 2: PROJECT MANAGEMENT BODY OF KNOWLEDGE. P M B O K 5TH Edition By G TE OF N QU AN Salisu, Gidado Dalibi O TI U IAN INS TI T TY I SU. A guide to the project management body of knowledge (PMBOK® guide) ed. p. cm. Includes biobliographical references and index. ISBN

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Pmbok Fifth Edition Pdf

“PMI”, the PMI logo, “PMP”, the PMP logo, “PMBOK”, “PgMP”, “Project Management Journal”, “PM Network”, and the PMI. Today logo are registered marks of. Your Money or Your Life! The Tyranny of Global Finance. Translated by Raghu Krishnan with the collaboration of Vicki Br. The new PMBOK Guide 5th Edition has been published on December 31st That requires a full version of PDF Reader or Adobe Acrobat.

Skip to main content. Log In Sign Up. Gidado Dalibi. B E-mail: E Theme: The Knowledge Areas. A common vocabulary is an essential element of a professional discipline. The Relationships Among Portfolios, Programs, and Projects The relationship among portfolios, programs, and projects is such that a portfolio refers to a collection of projects, programs, sub- portfolios, and operations managed as a group to achieve strategic objectives. Programs are comprised of subprograms, projects, or other work that are managed in a coordinated fashion in support of the portfolio. Individual projects that are either within or outside of a program are still considered part of a portfolio. It is also helpful to understand how they relate to organizational project management OPM. OPM is a strategy execution framework utilizing project, program, and portfolio management as well as organizational enabling practices to consistently and predictably deliver organizational strategy producing better performance, better results, and a sustainable competitive advantage. Relationships Among Portfolio Management, Program Management, Project Management, and Organizational Project Management Portfolio, program, and project management are aligned with or driven by organizational strategies. Conversely, portfolio, program, and project management differ in the way each contributes to the achievement of strategic goals.

PMBOK® Guide Processes Flow – 5th Edition

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.

The Process Groups are seldom either discrete or one- time events; they are overlapping activities that occur throughout the project.

The output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase. Deliverables at the subproject or project level may be called incremental deliverables.

The Planning Process Group provides the Executing Process Group with the project management plan and project documents, and, as the project progresses, it often creates updates to the project management plan and the project documents. Within the Initiating processes, the initial scope is defined and initial financial resources are committed. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified.

If not already assigned, the project manager will be selected. Project Management Process Groups Planning Process Group The Planning Process Group consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives. The Planning processes develop the project management plan and the project documents that will be used to carry out the project.

The complex nature of project management may require the use of repeated feedback loops for additional analysis. As more project information or characteristics are gathered and understood, additional planning will likely be required.

Project Management Process Groups Executing Process Group The Executing Process Group consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications.

This Process Group involves coordinating people and resources, managing stakeholder expectations, as well as integrating and performing the activities of the project in accordance with the project management plan. During project execution, results may require planning updates and rebaselining. Project Management Process Groups Executing Process Group This may include changes to expected activity durations, changes in resource productivity and availability, and unanticipated risks.

Such variances may affect the project management plan or project documents and may require detailed analysis and development of appropriate project management responses. Project Management Process Groups Monitoring and Controlling Process Group The Monitoring and Controlling Process Group consists of those processes required to track, review, and orchestrate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

The key benefit of this Process Group is that project performance is measured and analyzed at regular intervals, appropriate events, or exception conditions to identify variances from the project management plan. The Monitoring and Controlling Process Group also involves: Controlling changes and recommending corrective or preventive action in anticipation of possible problems, Monitoring the ongoing project activities against the project management plan Project Management Process Groups Closing Process Group The Closing Process Group consists of those processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations.

This Process Group, when completed, verifies that the defined processes are completed within all of the Process Groups to close the project or a project phase, as appropriate, and formally establishes that the project or project phase is complete.

This Process Group also formally establishes the premature closure of the project. Prematurely closed projects may include, for example: aborted projects, cancelled projects, and projects having a critical situation. 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. These ten Knowledge Areas are used on most projects most of the time. Project teams should utilize these ten Knowledge Areas and other Knowledge Areas, as appropriate, for their specific project.

Project Integration Management, I 2. Project Scope Management, S 3. Project Time Management, Ti 4. Project Cost Management Co 5.

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Project Quality Management, Q 6. Project Human Resource Management, Hu 7. Project Communications Management, Co 8. Project Risk Management, R 9. Project Procurement Management and P Project Stakeholder Management.

In the project management context, integration includes characteristics of unification, consolidation, communication, and integrative actions that are crucial to controlled project execution through completion, successfully managing stakeholder expectations, and meeting requirements.

Project Integration Management includes making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas.

Develop Project Management Plan: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. Perform Integrated Change Control: The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition.

Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project. The processes used to manage project scope, as well as the supporting tools and techniques, can vary by project.

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The scope baseline for the project is the approved version of the project scope statement, work breakdown structure WBS , and its associated WBS dictionary. Collect Requirements— The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. Define Scope— The process of developing a detailed description of the project and product.

Validate Scope— The process of formalizing acceptance of the completed project deliverables. Control Scope— The process of monitoring the status of the project and product scope and managing changes to the scope baseline. Distinguishing the project schedule presentation schedule from the schedule data and calculations that produce the project schedule is practiced by referring to the scheduling tool populated with project data as the schedule model.

A logical relationship in which a successor activity cannot start until a predecessor activity has finished. Example: The awards ceremony successor cannot start until the race predecessor has finished. Finish-to-finish FF. A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. Example: Writing a document predecessor is required to finish before editing the document successor can finish.

Start-to-start SS. A logical relationship in which a successor activity cannot start until a predecessor activity has started. Example: Level concrete successor cannot begin until pour foundation predecessor begins.

Start-to-finish SF. A logical relationship in which a successor activity cannot finish until a predecessor activity has started. Example: The first security guard shift successor cannot finish until the second security guard shift predecessor starts. Different stakeholders will measure project costs in different ways and at different times. Project Cost Management is primarily concerned with the cost of the resources needed to complete project activities.

Project Cost Management should also consider the effect of project decisions on the subsequent recurring cost of using, maintaining, and supporting the product, service, or result of the project.

Project Quality Management works to ensure that the project requirements, including product requirements, are met and validated. It is not enough to do your best; you must know what to do, and W. A Cause-and-Effect Diagram is a tool that helps identify, sort, and display possible causes of a specific problem or quality characteristic. It graphically illustrates the relationship between a given outcome and all the factors that influence the outcome.

Method process 3. Material Includes Raw Material and Information etc. Measurement Inspection 6. Poor supervision will result in negative quality effects on the finished product e. Building etc. The project team is comprised of the people with assigned roles and responsibilities for completing the project.

Eliminate confusion Distribute Information vs.

Changed titles of many processes, e. Introduction — Chapter 1 Overall Changes cont. Reorganized Expanded definitions of: Chapter 3 Refinements to ITTO Differentiates between project management plan and project documents Project management plan includes all subsidiary plans, e.

Question for You Besides the triple constraint, what other criteria might be necessary for your project to be considered a success? Management reserves — for unknown unknowns Contingency reserves — for known unknowns Develop Schedule includes: Sample critical path calculation the hard way!

Added Plan Cost Management Differentiated between: Added figure showing relationships between 5 process groups and: Question for You What are the major advantages or disadvantages of virtual teams in your organization? Shifted terminology from positive risk to opportunity Introduced term risk profile Added descriptions of: What are the 4 processes in Project Stakeholder Management?

Project Management Body of Knowledge PMBOK Guide, 5th Ed 31.pdf

You are invited to learn and earn 24 PDUs with 8 online sessions at your own schedule and pace. Brush up on your knowledge of the fundamentals Find tips and techniques to help you gain control of projects Learn about more complex topics in project management Discover concepts, tools and ways to better manage projects http: Register Ahead of Time Go to www.

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