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A Guide to the
Project Management
Body of Knowledge
Third Edition
(PMBOK
®
Guide)
x Start
x Contents
x List of Figures
x Preface
x Chapter 1
x
Chapter 2
x Chapter 3
x Chapter 4
x Chapter 5
x Chapter 6
x Chapter 7
x Chapter 8
x Chapter 9
x Chapter 10
x Chapter 11
x Chapter 12
x Appendix A
x Appendix B
x Appendix C
x Appendix D
x Appendix E
x Appendix F
x References
x Glossary
x Index
A Guide to the
Project Management
Body of Knowledge
Third Edition
(PMBOK
®
Guide)
an American National Standard
ANSI/PMI 99-001-2004
A Guide to the
Project Management
Body of Knowledge
Third Edition
(PMBOK
®
Guide)
Library of Congress Cataloging-in-Publication Data
A guide to the project management body of knowledge: PMBOK
®
guide. – 3
rd
ed.
p. cm
Includes index.
ISBN 1-930699-45-X
1. Project management. I. Title: PMBOK guide. II. Project Management Institute.
HD69.P75G845 2004
658.4’04—dc22
2004058697
ISBN: 1-930699-45-X (paperback)
ISBN: 1-930699-50-6 (CD-ROM)
Published by: Project Management Institute, Inc.
Four Campus Boulevard
Newtown Square, Pennsylvania 19073-3299 USA.
Phone: +610-356-4600
Fax: +610-356-4647
E-mail: pmihq@pmi.org
Internet: www.pmi.org
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A Guide to the Project Management Body of Knowledge (PMBOK
®
Guide) Third Edition
2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA i
CONTENTS
Preface vii
The Project Management Framework 1
Introduction 3
1.1 Purpose of the PMBOK
®
GUIDE 3
1.2 What is a Project? 5
1.3 What is Project Management? 8
1.4 The PMBOK
®
GUIDE Structure 9
1.5 Areas of Expertise 12
1.6 Project Management Context 16
Project Life Cycle and Organization 19
2.1 The Project Life Cycle 19
2.2 Project Stakeholders 24
2.3 Organizational Influences 27
The Standard for Project Management of a Project 35
Project Management Processes for a Project 37
3.1 Project Management Processes 39
3.2 Project Management Process Groups 40
3.3 Process Interactions 67
3.4 Project Management Process Mapping 69
The Project Management Knowledge Areas 71
Introduction 73
Process Flow Diagrams 73
Major Project Documents 76
Project Integration Management 77
4.1 Develop Project Charter 81
4.2 Develop Preliminary Project Scope Statement 86
4.3 Develop Project Management Plan 88
4.4 Direct and Manage Project Execution 91
4.5 Monitor and Control Project Work 94
4.6 Integrated Change Control 96
4.7 Close Project 100
Project Scope Management 103
5.1 Scope Planning 107
5.2 Scope Definition 109
5.3 Create WBS 112
5.4 Scope Verification 118
5.5 Scope Control 119
Project Time Management 123
6.1 Activity Definition 127
6.2 Activity Sequencing 130
Contents
A Guide to the Project Management Body of Knowledge (PMBOK
®
Guide) Third Edition
ii 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA
6.3 Activity Resource Estimating 135
6.4 Activity Duration Estimating 139
6.5 Schedule Development 143
6.6 Schedule Control 152
Project Cost Management 157
7.1 Cost Estimating 161
7.2 Cost Budgeting 167
7.3 Cost Control 171
Project Quality Management 179
8.1 Quality Planning 183
8.2 Perform Quality Assurance 187
8.3 Perform Quality Control 190
Project Human Resource Management 199
9.1 Human Resource Planning 202
9.2 Acquire Project Team 209
9.3 Develop Project Team 212
9.4 Manage Project Team 215
Project Communications Management 221
10.1 Communications Planning 225
10.2 Information Distribution 228
10.3 Performance Reporting 231
10.4 Manage Stakeholders 235
Project Risk Management 237
11.1 Risk Management Planning 242
11.2 Risk Identification 246
11.3 Qualitative Risk Analysis 249
11.4 Quantitative Risk Analysis 254
11.5 Risk Response Planning 260
11.6 Risk Monitoring and Control 264
Project Procurement Management 269
12.1 Plan Purchases and Acquisitions 274
12.2 Plan Contracting 281
12.3 Request Seller Responses 284
12.4 Select Sellers 286
12.5 Contract Administration 290
12.6 Contract Closure 295
Appendices 299
Third Edition Changes 301
Evolution of PMI’s A Guide to the Project Management
Body of Knowledge 309
Contributors and Reviewers of PMBOK
®
Guide – Third Edition 321
Application Area Extensions 329
Additional Sources of Information on Project Management 333
Summary of Project Management Knowledge Areas 337
Glossary and Index 343
References 345
Glossary 347
Index 381
LIST OF TABLES AND FIGURES
Figure 1-1. Overview of Project Management Knowledge Areas
and Project Management Processes 11
Figure 1-2. Areas of Expertise Needed by the Project Management Team 13
Figure 2-1. Typical Project Cost and Staffing Level Across the
Project Life Cycle 21
Figure 2-2. Stakeholders’ Influence Over Time 21
Figure 2-3. Typical Sequence of Phases in a Project Life Cycle 23
Figure 2-4. Relationship Between the Product and the Project Life Cycles 24
Figure 2-5. The Relationship Between Stakeholders and the Project 25
Figure 2-6. Organizational Structure Influences on Projects 28
Figure 2-7. Functional Organization 29
Figure 2-8. Projectized Organization 29
Figure 2-9. Weak Matrix Organization 30
Figure 2-10. Balanced Matrix Organization 30
Figure 2-11. Strong Matrix Organization 31
Figure 2-12. Composite Organization 31
Figure 3-1. The Plan-Do-Check-Act Cycle 39
Figure 3-2. Project Management Process Groups Mapped to the
Plan-Do-Check-Act Cycle 40
Figure 3-3. Flow Chart Legend 41
Figure 3-4. High Level Summary of Process Groups’ Interactions 42
Figure 3-5. Project Boundaries 43
Figure 3-6. Initiating Process Group 44
Table 3-1. Develop Project Charter: Inputs and Outputs 45
Table 3-2. Develop Preliminary Project Scope: Inputs and Outputs 45
Figure 3-7. Planning Process Group 47
Table 3-3. Develop Project Management Plan: Inputs and Outputs 48
Table 3-4. Scope Planning: Inputs and Outputs 48
Table 3-5. Scope Definition: Inputs and Outputs 49
Table 3-6. Create WBS: Inputs and Outputs 49
Table 3-7. Activity Definition: Inputs and Outputs 49
Table 3-8. Activity Sequencing: Inputs and Outputs 50
Table 3-9. Activity Resource Estimating: Inputs and Outputs 50
Table 3-10. Activity Duration Estimating: Inputs and Outputs 50
Table 3-11. Schedule Development: Inputs and Outputs 51
Table 3-12. Cost Estimating: Inputs and Outputs 51
Table 3-13. Cost Budgeting: Inputs and Outputs 51
Table 3-14. Quality Planning: Inputs and Outputs 52
Table 3-15. Human Resource Planning: Inputs and Outputs 52
Table 3-16. Communications Planning: Inputs and Outputs 52
Table 3-17. Risk Management Planning: Inputs and Outputs 53
Table 3-18. Risk Identification: Inputs and Outputs 53
Table 3-19. Qualitative Risk Analysis: Inputs and Outputs 53
Table 3-20. Quantitative Risk Analysis: Inputs and Outputs 54
A Guide to the Project Management Body of Knowledge (PMBOK
®
Guide) Third Edition
2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA iii
[...]... of management to effectively manage a project 1.5.1 Project Management Body of Knowledge The Project Management Body of Knowledge describes knowledge unique to the project management field and that overlaps other management disciplines Figure 1-2 shows the common areas of expertise needed by the project team The PMBOK® Guide is, therefore, a subset of the larger Project Management Body of Knowledge The. .. operate The project management team should understand this broader context Managing the day -to- day activities of the project is necessary, but not sufficient, to ensure success 1.4.2 Section II: The Standard for Project Management of a Project Section II, The Standard for Project Management of a Project, specifies all the project management processes that are used by the project team to manage a project. .. in project management and related fields Trainers developing project management educational programs Researchers analyzing project management ® 4 A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 1.2 1.2.1 1 What is a Project? Project Characteristics A project is a temporary endeavor... 1.2.2 There has been a tendency in recent years to manage more activities in more application areas using project management More organizations are using management by project. ” This is not to say that all operations can or should be organized into projects The adoption of management by project is also related to the adoption of an organizational culture that is close to the project management culture... a project to establish guidelines for the handling of a new toxic material) ® A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 7 Chapter 1 Introduction 1.3 What is Project Management? Project management is the application of knowledge, skills, tools and techniques to project activities... Knowledge Areas and Project Management Processes ® A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 11 Chapter 1 Introduction 1.5 Areas of Expertise Much of the knowledge and many of the tools and techniques for managing projects are unique to project management, such as work breakdown... to adhere to the current versions of these codes It is important to note that many of the processes within project management are iterative because of the existence of, and necessity for, progressive elaboration in a project throughout the project s life cycle That is, as a project management team learns more about a project, the team can then manage to a greater level of detail The term project management ... Office A project management office (PMO) is an organizational unit to centralize and coordinate the management of projects under its domain A PMO can also be referred to as a “program management office,” project office,” or “program office.” A PMO oversees the management of projects, programs, or a combination of both The projects supported or administered by the PMO may not be related other than by... Each application area generally has a set of accepted standards and practices, often codified in regulations The International Organization for Standardization (ISO) differentiates between standards and regulations as follows2: ® A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA... 2.3 Although, an understanding of project management is critical to an organization that is using management by projects,” a detailed discussion of the approach itself is outside the scope of this standard ® 8 A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 1.4 The PMBOK® GUIDE . related fields
x Trainers developing project management educational programs
x Researchers analyzing project management.
A Guide to the Project Management.
Chapter 2 Project Life Cycle and Organization
A Guide to the Project Management Body of Knowledge (PMBOK
®
Guide) Third Edition
2004 Project Management
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