... PhaseNOTES2 The ProjectManagement Body ofKnowledge (PMBOK) is an inclusive term that de-scribes the sum ofknowledge within the profession ofproject management. As withother professions such ... Management 6. Project Time Management 7. Project Cost Management 8. Project Quality Management 9. Project Human Resource Management 10. Project Communications Management 11. Project Risk Management 12. Project ... categories:• Projectmanagement processes are concerned with describing and organizing the work ofthe project. Theprojectmanagement processes that are applicableto most projects, most ofthe time,...
... the other four areas ofmanagement to effectively manage a project. 1.5.1 ProjectManagement Body ofKnowledge The ProjectManagement Body ofKnowledge describes knowledge unique to the project ... for the project. However, it is important that theprojectmanagement team has full knowledge ofthe PMBOK® Guide and is conversant in theknowledgeoftheProject Management Body ofKnowledge ... Section II: The Standard for ProjectManagementof a Project Section II, The Standard for ProjectManagementof a Project, specifies all the project management processes that are used by the project...
... mapping ofthe 44 projectmanagement processes into the five ProjectManagement Process Groups and the nine ProjectManagement Knowledge Areas. Each ofthe required projectmanagement processes ... for Project Management of a Project Chapter 3 ProjectManagement Processes for a Project A Guide to theProjectManagement Body ofKnowledge (PMBOK® Guide) Third Edition 2004 Project ... interact throughout the project. For example, the scope oftheproject cannot be defined in the absence of some basic understanding of how to create the specified product. Project management is...
... structure, verify theproject scope, and control theproject scope. The development oftheproject scope management plan and the detailing oftheproject scope begin with the analysis of information ... Close Project The Close Project process involves performing theproject closure portion ofthe project management plan. In multi-phase projects, the Close Project process closes out the portion ... completion ofthe product scope is measured against the product requirements. Project scope management needs to be well integrated with the other Knowledge Area processes, so that the work ofthe project...
... are knowledgeable about theproject as a result of having worked on the earlier phases ofthe project. .6 ProjectManagement Plan The schedule management plan is a component part oftheproject ... upon the needs ofthe project. The cost management planning effort occurs early in project planning and sets the framework for each ofthe cost management processes, so that performance of the ... included in the cost management plan, either as text within the body ofthe plan or as appendices. The cost management plan is contained in, or is a subsidiary plan of, theproject management...
... Voice ofthe Customer, Cost of Quality (COQ), and Continuous Improvement. Project Quality Management must address themanagementoftheproject and the product ofthe project. While Project ... sections oftheprojectmanagement plan. Some responsibilities related to managing theproject are listed and explained in other sections of the projectmanagement plan. For example, the risk ... available to theprojectmanagement team as part oftheprojectmanagement process. .2 Project Staff Assignments Project staff assignments (Section 9.2.3.1) provide a list oftheproject team...
... into the risk register, which becomes a component oftheprojectmanagement plan (Section 4.3). The risk register ultimately contains the outcomes ofthe other risk management processes as they ... may magnify the importance of a risk. An evaluation ofthe quality ofthe available information on project risks also helps understand the assessment ofthe risk’s importance to the project. A ... used to bring theproject into compliance with theprojectmanagement plan. A Guide to theProjectManagement Body ofKnowledge (PMBOK® Guide) Third Edition 2004 ProjectManagement Institute,...
... contain the entire projectmanagement body of knowledge. Appendix B − Evolution of PMI’s A Guide to theProjectManagement Body ofKnowledge A Guide to theProjectManagement Body ofKnowledge ... contributions to the project. The ProjectManagement Institute is grateful to all of these individuals for their support and acknowledges their contributions to theprojectmanagement profession. ... Sources of Information on ProjectManagement Appendix F Summary ofProjectManagementKnowledge Areas A Guide to theProjectManagement Body ofKnowledge (PMBOK® Guide) Third Edition 2004 Project...
... with the head ofthe manufacturingdepartment. The engineering department head then passes the answer back down the hierarchy to the engineering project manager.At the opposite end ofthe spectrum ... categories:• Projectmanagement processes are concerned with describing and organizing the work ofthe project. Theprojectmanagement processes that are applicableto most projects, most ofthe time, ... throughout the project. For example, the scope oftheproject cannot be de-fined in the absence of some basic understanding of how to create the product.PRO JECTMA N A GEM EN TPRO CESSES33.1Project...
... 1Introduction The ProjectManagement Body ofKnowledge is the sum ofknowledge within the profession ofproject management. As with other professions such as law, medicine, and accounting, the body ofknowledge ... directlyinvolved in doing the work ofthe project. x Project team members. The group that is performing the work of the project. x Projectmanagement team. The members oftheproject team who aredirectly ... Section II: The Standard for ProjectManagementof a Project Section II, The Standard for ProjectManagementof a Project, specifies all the projectmanagement processes that are used by the project...
... work ofthe successor cannot finish until the completion of work ofthe predecessor.■ Start-to-start the initiation of work ofthe successor depends upon the initiation of the work ofthe predecessor.■ ... represented by arrows. The tail ofthe arrow represents the start, and the headrepresents the finish ofthe activity (the length ofthe arrow does not represent the expected duration ofthe activity). ... terms and provides an overview of the rest ofthe document.Chapter 2, TheProjectManagement Context, describes the environment inwhich projects operate. Theprojectmanagement team must understand...
... is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs ofthe project stakeholders are met. The key benefit of ... on how theproject costs will be managed throughout the project. PMBOK 5th Edition 12 PMBOK4 PMBOK5 Chapter 7 Project Cost Management Chapter 7 Project Cost Management ... 5.1 Plan Scope Management The process of creating a scope management plan that documents how theproject scope will be defined, validated, and controlled. The key benefit of this process...
... None ofthe above4. Project scope defines:a. A project manager’s visibility to the end date.b. The magnitude or size ofthe job.c. How often a project has been changed.d. The limits of a project ... tomanage the project, not do the work!What Is Managing? The PMI definition ofprojectmanagement does not completelycapture the true nature ofproject management. Remember, itsays that projectmanagement ... theirestimates of task durations are wrong,and the entire thing falls apart after the project is started. The first rule of project management is that the people who mustdo the work should help plan it.The...