PMBOK-Project Management Body of Knowledge

It is imperative for everyone to go through International Project Management Body of Knowledge (PMBOK®). PMBOK® describes the sum knowledge within the profession of project management.As defined by the Project Management Institute, the Project Management Body of Knowledge(PMBOK) is the sum of knowledge within the emerging profession of project management. This includes knowledge of proven, widely-applied traditional practices, as well as knowledge of innovative and advanced practices which may have limited applicability; it includes both published and unpublished material.

PMBOK recognises 5 basic process groups and 9 knowledge areas typical of almost all projects. The basic concepts are applicable to projects, programs and operations. The five basic process groups are:

Process Group

1 Initiating

2 Planning

3 Executing

4 Monitoring and Controlling

5 Closing

Processes overlap and interact throughout a project or phase. Processes are described in terms of:

Inputs (documents, plans, designs, etc.)

Tools and Techniques (mechanisms applied to inputs)

Outputs (documents, products, etc.)

Knowledge areas

The nine knowledge areas are:

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

Each knowledge area contains some or all of the project management processes. For example, Project Procurement Management includes:

Procurement Planning , Solicitation Planning ,Solicitation Source Selection ,Contract Administration ,Contract Closeout

PMBOK- Clauses

The PMBOK defines these in details as follows

1) Initiating processes (1):

a) Initiation – authorizing the project or phase

2) Planning processes (21):

a) Core processes (11): i) Scope planning – developing a written scope statement as the basis for future project decisions ii) Scope definition – subdividing the major project deliverables into small componentsiii) Activity definition – identifying the specific activities that must beperformed to produce the various project deliverables iv) Activity sequencing – identifying dependencies between activities v) Activity duration estimating – estimating the number of time units that will be required to complete each activityvi) Schedule development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule vii) Risk management planning – determining how to plan for managing risks viii) Resource planning – deciding which resources (staff, equipment, etc) and the quantities of each that are needed ix)Cost estimating – developing an approximation of the costs of the required resources x)Cost budgeting – allocating the overall cost estimate across the project phases and activities xi)Project plan development – summarizing the results of the other planningprocesses in a coherent document b)

Facilitating processes (10): i) Quality planning – determining which quality standards are relevant nad how to meet them ii) Organizational planning – identifying and assigning project roles, responsibilities and reporting relationships iii) Staff acquisition – obtaining and assigning the people needed for the project iv) Communications planning – identifying the information and communication needs of the stakeholders v) Risk identification – determining which risks are likely to affect the proejctvi) Qualitative risk analysis – performing a qualitative analysis of risks and conditions to prioritize their effects on the project vii) Quantitative risk analysis – measuring the probability and impact of risks viii) Risk response planning – developing procedures to enhance opportunities and reduce threats to the project’s objectives ix)Procurement planning – deciding what to procure, how much to procure, and when x)Solicitation planning – determining product requirements and potential sources

3)Executing processes (7):a) Project plan execution – carrying out the project plan by performing the project activities b) Quality assurance – monitoring overall project performance on a regular basis to ensure that the project will satisfy the relevant quality standards c) Team development – building individual and group skills and competencies to enhance project performance d) Information distribution – providing required information to stakeholders in a timely fashion e) Solicitation – obtaining quotations, proposals, etc.f) Source selection – choosing from potential sellers g) Contract administration – managing the relationship with the seller

4) Controlling processes (8): a) Integrated change control – coordinating changes across the entire project b) Scope verification – formalizing acceptance of the project scope c) Scope change control – controlling changes to the scope d) Schedule control – controlling changes to the project schedule e) Cost control – controlling changes to the project budget f) Quality control – evaluating specific project results to verity that they complywith the relevant quality standards and identifying ways to eliminate the causes of performance that falls short g) Performance reporting – collecting and distributing performance information, including status reporting, progress measurement, and forecastingh) Risk monitoring and control – monitoring identified risks, identifying new risks, ensuring the execution of risk plans, and evaluating their effectiveness

5) Closing processes (2): a) Administrative closure – generating, collecting and distributing information to formalize phase or project completion, including lessons learned for use in future projectsb) Contract closeout – completion and settlement of the contract

Copyright 2008, All rights reserved.
Designed and Hosted by
Mirage Solutions