Undestand PMBok 5th, Section 4


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This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)

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Undestand PMBok 5th, Section 4

  1. 1. http://www.pmlead.netThis document is part of a series thatexplain the newly released PMBOK 5thedition. These documents provide simpleexplanation and summary of the book.However they do not replace the necessityof reading the book.The 10Knowledge Areas&ITTOsBased on PMBOK® Guide 5th EditionAmr Miqdadi,PMPinfo@pmlead.net
  2. 2. http://www.pmlead.netwww.pmlead.The 10 knowledge Areas and the 47 Processes…Based on the PMBoK® 5th
  3. 3. http://www.pmlead.netPMI®, PMP®, CAPM® and PMBOK® Guide are trademarks of the Project Management Institute, Inc.PMI® has not endorsed and did not participate in the development of this product.
  4. 4. http://www.pmlead.netProject Integration ManagementProcess Name Inputs Outputs Tools & TechniquesDevelop ProjectCharterProject Statement of Work Project Charter Experts JudgmentBusiness Case FacilitationTechniquesAgreementsEnterprise Environmental FactorsOrganizational Process AssetsDevelop ProjectManagement PlanProject Charter Project Management Plan Experts JudgmentOutputs From other Processes FacilitationTechniquesEnterprise Environmental FactorsOrganizational Process AssetsDirect and ManageProject WorkProject Management Plan Deliverables Experts JudgmentApproved Change Requests Work Performance data Project managementinformation systemEnterprise Environmental Factors Change requests MeetingsOrganizational Process Assets Project management planupdatesMonitor and ControlProject WorkProject Management Plan Change Requests Experts JudgmentCosts forecasts Work performance reports Analytical techniquesSchedule forecasts Project management planupdatesProject managementinformation systemValidated changes Project documentsupdatesMeetingsWork performance informationEnterprise Environmental FactorsOrganizational Process AssetsPerform IntegratedChange ControlProject Management Plan Approved change requests Experts JudgmentWork Performance reports Change log MeetingsChange Requests Project management planupdatesChange log toolsEnterprise Environmental Factors Project documentsupdatesOrganizational Process AssetsClose Project or Phase Project Management Plan Final product, service, orresult transitionExperts JudgmentAccepted deliverables Organizational ProcessAssets updatesAnalytical techniquesOrganizational Process Assets Meetings
  5. 5. Project Integration ManagementUnification, consolidation, articulation and interactive actions those are crucial to projectcompletion. Integration is about making choices, about where to concentrate resources andefforts. It also involves making tradeoffs among competing objectives and alternatives.Integration is primarily concerned with effectively integrating the processes among the ProjectManagement Process Groups.• The project Chartero Authorizes Project Managero Created based on a business need, a customer request, or a market demando Signed by the performing organization’s senior management.o Officially confirms the start of the projecto Includes high level project requirements, acceptance criteria, project objectives,product requirements, and key milestone dates.• Develop Project management Plano A formal, approved document that defines how the project is managed,executed, and controlled. It may be summary or detailed and may be composedof one or more subsidiary management plans and other planning documentso The plan guides your work on the projecto It is iterative and progressively elaboratedo PMBOK does not offer Project Management Methodology• Direct and Manage Project Worko The process of leading and performing the work defined in the projectmanagement plan, and implementing approved changes to achieve the project’sobjectives.• Monitor and Control Project Worko The process of tracking, reviewing, and reporting project progress against theperformance objectives defined in the project management plan• Perform Integrated Change Controlo The process of reviewing, approving, and managing changes across the project• Close Project / Phaseo The process of finalizing all activities to close the project/phaseo Main risk here is resources tend to leave even before closing the projectproperly.o Evaluating project success/failure, formal acceptance, project records, lessonslearned
  6. 6. http://www.pmlead.netProject Scope ManagementProcess Name Inputs Outputs Tools & TechniquesPlan ScopeManagementProject management plan Scope management plan Experts JudgmentProject charter Requirements managementplanMeetingsEnterprise Environmental FactorsOrganizational Process AssetsCollect Requirements Scope management plan RequirementsdocumentationInterviewsRequirements management plan Requirements traceabilitymatrixFocus groupStakeholder management plan Facilitated workshopsProject charter Group creativitytechniquesStakeholder register Group decision-makingtechniquesQuestionnaires andsurveysObservationsPrototypesBenchmarkingContext diagramDocument analysisDefine Scope Scope management plan Project scope statement Experts JudgmentProject charter Project documents updates Product analysisRequirements documentation Alternative generationOrganizational Process Assets Facilitated workshopsCreate WBS Scope management plan Scope baseline Experts JudgmentProject scope statement Project documents updates DecompositionRequirements documentationEnterprise Environmental FactorsOrganizational Process AssetsValidate Scope Project management plan Accepted deliverables InspectionRequirements documentation Change requests Group decision-makingtechniquesRequirements traceability matrix Work performanceinformationVerified deliverables Project documents updatesWork performance dataControl Scope Project management plan Work performanceinformationVariance analysisRequirements documentation Change requestsRequirements traceability matrix Project management planupdatesWork performance data Project documents updatesOrganizational process assets Org. process assets updates
  7. 7. Project Scope ManagementIncludes the processes required to ensure that the project includes all the work required, andonly the work required, to complete the project successfully.• Plan Scope Managemento The process of creating a scope management plan the documents how theproject scope will be defined, validated, and controlled• Collect Requirementso The process of determining, defining and documenting stakeholders’ needs tomeet the project objectives• Define Scopeo The process of developing a detailed description of the project and product• Create WBSo The process of subdividing project deliverables and project work into smaller andmore manageable components.• Validate Scopeo The process of formalizing acceptance of the completed project deliverables.• Control Scopeo The process of monitoring the status of the project and product scope andmanaging changes to the scope baselineThe term scope can refer to:• Product scope: The features and functions that characterize a product, service, or result.The completion of product scope is measured against the product requirements• Project scope: The work performed to deliver a product, service, or result with thespecified features and functions. The project scope is measured against the projectmanagement plan and it is usually include the product scope
  8. 8. http://www.pmlead.netProject Time ManagementProcess Name Inputs Outputs Tools & TechniquesPlan ScheduleManagementProject management plan Schedule management plan Experts JudgmentProject charter Analytical techniquesEnterprise Environmental Factors MeetingsOrganizational Process AssetsDefine Activities Schedule management plan Activity list DecompositionScope baseline Activity attributes Rolling wave planningEnterprise Environmental Factors Milestone list Experts JudgmentOrganizational Process AssetsSequence Activities Schedule management plan Project schedule networkdiagramPrecedencediagrammingmethod(PDM)Activity list Project documents updates DependencydeterminationActivity attributes Leads and lagsMilestone listProject scope statementEnterprise Environmental FactorsOrganizational Process AssetsEstimate ActivityResourcesSchedule management plan Activity resourcerequirementsExperts JudgmentActivity list Resource breakdownstructureAlternative analysisActivity attributes Project documents updates Published estimatingdataResource calendars Bottom-up estimatingRisk registrar Project managementsoftwareActivity cost estimatesEnterprise Environmental FactorsOrganizational Process AssetsEstimate ActivityDurationSchedule management plan Activity duration estimate Experts JudgmentActivity list Project documents updates Analogous estimatingActivity attributes Parametric estimatingActivity resource requirements Three-point estimatingWork performance data Group decision-makingtechniquesResource calendars Reserve analysisProject scope statementRisk registerResource breakdown structureEnterprise Environmental FactorsOrganizational Process Assets
  9. 9. Develop Schedule Schedule management plan Schedule baseline Schedule networkanalysisActivity list Project schedule Critical path methodActivity attributes Schedule data Critical chain methodProject schedule network diagram Project calendars Resource optimizationtechniquesActivity resource requirements Project management planupdatesModeling techniquesResource calendars Project documents updates Leads and lagsActivity duration estimate Schedule compressionProject scope statement Scheduling toolsRisk registerProject staff assignmentsResource breakdown structureEnterprise Environmental FactorsOrganizational Process AssetsControl Schedule Project management plan Work performanceinformationPerformance reviewsProject schedule Schedule forecasts Project managementsoftwareWork performance data Change requests Resource optimizationtechniquesProject calendars Project management planupdatesModeling techniquesSchedule data Project documents updates Leads and lagsOrganizational Process Assets Organizational Process AssetsupdatesSchedule compressionScheduling tools
  10. 10. Project Time ManagementProject Time Management includes the processes required to manage timely completion of theproject.The project time management processes and their associated tools and techniques aredocumented in the schedule management plan. The schedule management plan is containedin, or is a subsidiary plan of, the project management plan.• Plan Schedule Managemento The process of establishing the policies, procedures, and documentation forplanning, developing, managing, executing, and controlling the project schedule• Define Activitieso The process of identifying the specific actions to be performed to produce theproject deliverables• Sequence Activitieso The process of identifying and documenting relationships among the projectactivities• Estimate Activity Resourceso The process of estimating the type and quantities of material, people,equipment, or supplies required to perform each activity• Estimate Activity Durationso The process of approximating the number of work periods needed to completeindividual activities with estimated resources.• Develop Scheduleo The process of analyzing activity sequences, durations, resource requirements,and schedule constraints to create the project schedule model.• Control Scheduleo The process of monitoring the status of the project to update project progressand managing changes to the schedule baseline.
  11. 11. http://www.pmlead.netProject Cost ManagementProcess Name Inputs Outputs Tools & TechniquesPlan CostManagementProject management plan Cost management plan Experts JudgmentProject charter Analytical techniquesEnterprise Environmental Factors MeetingsOrganizational Process AssetsEstimate Costs Cost management plan Activity cost estimates Experts JudgmentHR management plan Basis of estimates Analogous estimatingScope baseline Project documents updates Parametric estimatingProject schedule Bottom-up estimatingRisk register Three-point estimatingRequirements documentation Reserve analysisOrganizational Process Assets Cost of qualityProject managementsoftwareVendor bid analysisGroup decision-makingtechniquesDetermine Budget Cost management plan Cost baseline Cost aggregationScope baseline Project funding requirements Reserve analysisActivity cost estimates Project documents updates Expert judgmentBasis of estimates Historical relationshipsProject schedule Funding limitreconciliationResource calendarsRisk registerAgreementsOrganizational Process AssetsControl Costs Project management plan Work performanceinformationEarned valuemanagementProject funding requirements Cost forecasts ForecastingWork performance data Change requests To-completeperformanceindex(TCPI)Organizational Process Assets Project management planupdatesPerformance reviewsProject documents updates Project managementsoftwareOrganizational process assetsupdatesReserve analysis
  12. 12. Project Cost ManagementInclude the processes Involved in planning, estimating, budgeting, funding, managing, andcontrolling costs so that the project can be completed within the approved budget.• Plan Cost Managemento The process that establishes the policies, procedures, and documentation forplanning, managing, expending, and controlling project costs• Estimate Costso The process of developing an approximation of the monetary resources neededto complete project activities• Determine Budgeto The process of aggregating the estimated costs of individual activities or workpackages to establish an authorized cost baseline.• Control Costso The process of monitoring the status of the project to update the project budgetand managing changes to the cost baseline.
  13. 13. http://www.pmlead.netProject Quality ManagementProcess Name Inputs Outputs Tools & TechniquesPlan QualityManagementProject management plan Quality management plan Cost-benefit analysisStakeholder register Process improvement plan Cost of qualityRisk register Quality metrics Seven basic quality toolsRequirements documentation Quality checklists benchmarkingEnterprise environmental factors Project documents updates Design of experimentsOrganizational Process Assets Statistical samplingAdditional qualityplanning toolsMeetingsPerform QualityAssuranceQuality management plan Change requests Quality managementand control toolsProcess improvement plan Project management planupdatesQuality auditsQuality metrics Project documents updates Process analysisQuality control measurements Organizational Process AssetsupdatesProject documentsControl Quality Project management plan Quality controlmeasurementsSeven basic quality toolsQuality metrics Validated changes Statistical samplingQuality Checklists Validated deliverables InspectionWork performance data Work performanceinformationApproved changerequests reviewApproved change requests Change requestsDeliverables Project management planupdatesProject documents Project documents updatesOrganizational Process Assets Organizational process assetsupdates
  14. 14. Project Quality ManagementIncludes the processes and activities of the performing organization that determine qualitypolicies, objectives, and responsibilities so that the project will satisfy the needs for which itwas undertaken. It implements the quality management system through policy and procedureswith continuous process improvement activities conducted throughout, as appropriate.• Plan Quality Managemento The process of identifying quality requirements and/or standards for the projectand product, and documenting how the project will demonstrate compliancewith quality requirements• Perform Quality Assurance(QA)o The process of auditing the quality requirements and the results from qualitycontrol measurements to ensure appropriate quality standards and operationaldefinitions are used.• Perform Quality Control(QC)o The process of monitoring and recording results of executing the qualityactivities to assess performance and recommend necessary changes.
  15. 15. http://www.pmlead.netProject Human Resource ManagementProcess Name Inputs Outputs Tools & TechniquesPlan HR Management Project management plan HR management plan Organization charts andposition descriptionActivity resource requirements NetworkingEnterprise environmental factors Organizational theoryOrganizational process assets Expert judgmentMeetingsAcquire Project Team HR management plan Project staff assignments Pre- assignmentsEnterprise environmental factors Resource calendars NegotiationOrganizational process assets Project management planupdatesAcquisitionVirtual teamsMulti-criteria decisionplan updatesDevelop Project Team HR management plan Team performanceassessmentsInterpersonal skillsProject staff assignments Enterprise environmentalfactors updatesTrainingResource calendars Team-building activitiesGround rulesColocationRecognition andrewardsPersonal assessmenttoolsManage Project Team HR management plan Change requests Observation andconversationProject staff assignments Project management planupdatesProject performanceappraisalsTeam performance assessments Project documents updates Conflict managementIssue log Project management planupdatesInterpersonal skillsWork performance reports Organizational process assetsOrganizational process assets
  16. 16. Project Human Resource ManagementHR management includes the processes that organize, manage, and lead the project team.“The project management team, is a subset of the project team, and is responsible for theproject management and leadership activities such as initiating, planning, executing,monitoring, controlling, and closing the various project phases. This group can also be referredto as the core, executive, or leadership team.”• Plan Human Resource Managemento The process of identifying and documenting project roles, responsibilities, andrequired skills, reporting relationships, and creating a staffing management plan• Acquire Project Teamo The process of confirming human resource availability and obtaining the teamnecessary to complete project assignments• Develop Project Teamo The process of improving the competencies, team member interaction, and theoverall team environment to enhance project performance.• Manage Project Teamo The process of tracking team member performance, providing feedback,resolving issues, and managing changes to optimize project performance
  17. 17. http://www.pmlead.netProject Communications ManagementProcess Name Inputs Outputs Tools & TechniquesPlan CommunicationManagementProject management plan Communication managementplanCommunicationrequirements analysisStakeholder register Project documents updates CommunicationtechnologyEnterprise environmental factors Communication modelsOrganizational process assets CommunicationMethodsMeetingsManageCommunicationsCommunication management plan Project communications CommunicationtechnologyWork performance reports Project management planupdatesCommunication modelsEnterprise environmental factors Project documents updates CommunicationmethodsOrganizational process assets Organizational process assetsupdatesInformationmanagement systemsPerformance reportingControlCommunicationsProject management plan Work performanceinformationInformationmanagement systemsProject communications Change requests Expert judgmentIssue log Project management planupdatesMeetingWork performance data Project documents updatesOrganizational process assets Organizational process assetsupdates
  18. 18. Project Communications ManagementIncludes the processes required to ensure timely and appropriate planning, collection,distribution, storage, retrieval, management, control, monitoring, and ultimate disposition ofproject information. Project managers spend the majority of their time communicating withteam members and other project stakeholders.• Plan Communications Managemento The process of developing an appropriate approach and plan forcommunications based on stakeholder’s information needs and requirements,and available organizational assets• Manage Communicationso The process of creating, collecting, distributing, storing, retrieving and ultimatedisposition of project information in accordance with communicationsmanagement plan• Control Communicationso The process of monitoring and controlling communications throughout theentire project life cycle
  19. 19. http://www.pmlead.netProject Risk ManagementProcess Name Inputs Outputs Tools & TechniquesPlan Risk Management Project management plan Risk management plan Analytical techniquesProject charter Expert judgmentStakeholder register MeetingsEnterprise environmental factorsOrganizational process assetsIdentify Risks Risk management plan Risk register DocumentationsreviewsCost management plan Information gatheringtechniquesSchedule management plan Checklist analysisQuality management plan Assumptions analysisHR management plan DiagrammingtechniquesScope baseline SWOT analysisActivity cost estimates Expert judgmentActivity duration estimatesStakeholder registerProject documentsProcurement documentsEnterprise environmental factorsOrganizational process assetsPerform QualitativeRisk AnalysisRisk management plan Project documents updates Risk probability andimpact assessmentScope baseline Probability and impactmatrixRisk register Risk data qualityassessmentEnterprise environmental factors Risk categorizationOrganizational process assets Risk urgency assessmentExpert judgmentPerform QuantitativeRisk AnalysisRisk management plan Project documents updates Data gathering andrepresentationtechniquesCost management plan Quantitative riskanalysis and modelingtechniquesSchedule management plan Expert judgmentRisk registerEnterprise environmental factorsOrganizational process assetsPlan Risk Responses Risk management plan Project management planupdatesStrategies for negativerisks or threatsRisk register Project documents updates Strategies for positiverisks or opportunityContingent response
  20. 20. strategiesExpert judgmentControl Risks Project management plan Work performanceinformationRisk reassessmentRisk register Change requests Risk auditsWork performance data Project management planupdatesVariance and trendanalysisWork performance reports Project documents updates Technical performancemeasurementsOrganizational process assetsupdatesReserve analysisMeetingsProject Risk ManagementThe processes of conducting risk management planning, identification, analysis, responseplanning, and monitoring and control on a project. The objectives of Project Risk Managementare to increase the probability and impact of positive events, and decrease the probability andimpact of negative events in the project.“Project risk is always in the future. Risk is an uncertain event or condition that, if it occurs, hasan effect on at least one project objective. Objectives can include scope, schedule, cost, andquality.”• Plan Risk Managemento The process of defining how to conduct risk management activities for a project• Identify Riskso The process of determining which risks may affect the project and documentingtheir characteristics• Perform Qualitative Risk Analysiso The process of prioritizing risks for further analysis or action by assessing andcombining their probability of occurrence and impact• Perform Quantitative Risk Analysiso The process of numerically analyzing the effect of identified risks on overallproject objectives.• Plan Risk Responseso The process of developing options and actions to enhance opportunities and toreduce threats to project objectives.• Control Riskso The process of implementing risk response plans, tracking identified risks,monitoring residual risks, identifying new risks, and evaluating risk processeffectiveness throughout the project.
  21. 21. http://www.pmlead.netProject Procurement ManagementProcess Name Inputs Outputs Tools & TechniquesPlan ProcurementManagementProject management plan Procurement managementplanMake-or-buy analysisRequirements documentation Procurement statement ofworkExpert judgmentRisk register Procurement documents Market researchActivity resource requirements Source selection criteria MeetingsProject schedule Make-or-buy decisionActivity cost estimates Change requestsStakeholder register Project document updatesEnterprise environmental factorsOrganizational process assetsConduct Procurements Procurement management plan Selected seller Bidder conferenceProcurement documents Agreements Proposal evaluationtechniquesSource selection criteria Resource calendars Independent estimatesSeller proposals Change requests Expert judgmentProject documents Project management planupdatesAdvertisingMake-or-buy decision Project documents updates Analytical techniquesProcurement statement of work ProcurementnegotiationsOrganizational process assetsControl Procurements Procurement management plan Work performanceinformationContract change controlsystemProcurement documents Change requests Procurementperformance reviewAgreements Project management planupdatesInspections and auditsApproved change request Project documents updates Performance reportingWork performance reports Organizational process assetsupdatesPayment systemsWork performance data Claims administrationsRecords managementsystemClose Procurements Project management plan Closed Procurement Procurement auditsProcurement documents Organizational process assetsupdatesProcurementnegotiationsRecords managementsystem
  22. 22. Project Procurement ManagementIncludes the processes necessary to purchase or acquire products, services, or results neededfrom outside the project team. The organization can be either the buyer or seller of theproducts, services, or results of a project.• Plan Procurement Managemento The process of documenting project purchasing decisions, specifying theapproach, and identifying potential sellers• Conduct Procurementso The process of obtaining seller responses, selecting a seller, and awarding acontract• Control Procurementso The process of managing procurement relationships, monitoring contractperformance, and making changes and corrections as needed.• Close Procurementso The process of completing each project procurement
  23. 23. http://www.pmlead.netProject Stakeholder ManagementProcess Name Inputs Outputs Tools & TechniquesIdentify Stakeholders Project Charter Stakeholder register Stakeholder analysisProcurement documents Expert judgmentEnterprise environmental factors MeetingsOrganizational process assetsPlan StakeholderManagementProject management plan Stakeholder managementplanExpert judgmentStakeholder register Procurement documentsupdatesMeetingsEnterprise environmental factors Analytical techniquesOrganizational process assetsManage StakeholderEngagementStakeholder management plan Issue log CommunicationmethodsCommunication management plan Change requests Interpersonal skillsChange log Project management planupdatesManagement skillsOrganizational process assets Project documents updatesOrganizational process assetsupdatesControl StakeholderEngagementProject management plan Work performanceinformationInformationmanagement systemIssue log Change requests Expert judgmentWork performance data Project management planupdatesMeetingsProject documents Project documents updatesOrganizational process assetsupdates
  24. 24. Project Stakeholder ManagementIncludes the processes required to identify the people, groups, or organizations that couldimpact or be impacted by the project, to analyze stakeholder expectations and their impact onthe project, and to develop appropriate management strategies for effectively engagingstakeholders in project decisions and execution.• Identify Stakeholderso The process of identifying all people or organizations could impact or beimpacted by a decision, activity, or outcome of the project; and analyzing anddocumenting relevant information regarding their interests, involvement,influence and impact on project success.• Plan Stakeholder Managemento The process of developing appropriate management strategies to effectivelyengage stakeholders throughout the project life cycle• Manage Stakeholder Engagemento The process of communicating and working with stakeholders to meet theirneeds/expectations• Control Stakeholder Engagemento The process of monitoring overall project stakeholder relationships and adjustingstrategies and plans for engaging stakeholders
  25. 25. You need to understand the terms and the logic relationships between the inputs, outputs andtools& techniques. Memorizing them is not enough and will lead you nowhere.Refer to the PMBoK 5h Edition for more details. &Please do not hesitate to contact me anytime if you have any questions, comments, and feedbacks.Success is yours,Prepared By: Amr Miqdadi, PMPinfo@pmlead.nethttp://www.pmlead.netPMI®, PMP®, CAPM® and PMBOK® Guide are trademarks of the Project Management Institute, Inc.PMI® has not endorsed and did not participate in the development of this product.