The Project Management Body of Knowledge (PMBOK) contains and exhaustive body of knowledge (500+ pages) about project management (https://bit.ly/2jaOFjc). I have developed slides based on the PMBOK, chapters 1-3

1. Project Management
“Body of Knowledge”
Guide
Chap 1-3
The PMBOK guide
5th Ed., 2013
Brian Davis, PhD
3/22/19 1

2. Summary
• Managing a project includes:
• ID requirements
• Address stakeholder needs, concerns and expectations
form project planning to finish
• Setting and maintaining stakeholder communications
• Balance competing constraints among:
– Scope
– Quality
– Schedule
– Budget
– Resources
– Risks
(from Annex A1, p. 417)
3/22/19 2

3. Outline Chapter 1
• 1. Relationship among:
– Project management
– Portfolio management
– Program management
– Organizational (project) management
– Operational management
– Organizational strategy
3/22/19 3

4. Outline (cont) Chap 2
• 2. Organizational influences
– Cultures and styles
– Communications
– Structures
– Process
– Environment
– Stakeholders and governance
– Team
– Project lifecycle
3/22/19 4

5. Outline (cont) Chap 3
• 3. Project Management Processes
– Process interactions
– Process groups
– Initiating, planning and executing process group
– Monitoring and controlling process group
– Closing process group
– Project information
– Role of knowledge areas
3/22/19 5

6. Outline (cont) Chap 4
• 4. Project Integration Management
• Each section has INPUTS, TOOLS and
TECHNIQUES, and OUTPUTS
– Develop project charter
– Develop project management plan
– Direct and manage project work
– Monitor and control project work
– Perform integrated change control
– Close project or phase
3/22/19 6

7. Outline (cont) Chap 5
• 5. Project Scope Management
• Each section has INPUTS, TOOLS and
TECHNIQUES, and OUTPUTS
– Plan scope management
– Collect requirements
– Define scope
– Create Work Breakdown Structures (WBS)
– Validate Scope
– Control Scope
3/22/19 7

8. Outline (cont) Chap 6
• 6. Project Time Management
• Each section has INPUTS, TOOLS and
TECHNIQUES, and OUTPUTS
– Plan schedule management
– Define activities
– Sequence activities
– Estimate activity resources
– Estimate activity durations
– Develop Schedule
– Control Schedule
3/22/19 8

9. Outline (cont) Chap 7
• 7. Project Cost Management
• Each section has INPUTS, TOOLS and
TECHNIQUES, and OUTPUTS
– Plan cost management
– Estimate costs
– Determine budget
– Control costs
3/22/19 9

10. Outline (cont) Chap 8
• 8. Project Quality Management
• Each section has INPUTS, TOOLS and
TECHNIQUES, and OUTPUTS
– Plan quality management
– Perform Assurance
– Control Quality
3/22/19 10

11. Outline (cont) Chap 9
• 9. Project Human Resource Management
• Each section has INPUTS, TOOLS and
TECHNIQUES, and OUTPUTS
– Plan human resource management
– Acquire project team
– Develop project team
– Manage project team
3/22/19 11

12. Outline (cont) Chap 10
• 10. Project Communications Management
• Each section has INPUTS, TOOLS and
TECHNIQUES, and OUTPUTS
– Plan communications management
– Manage communications
– Control communications
3/22/19 12

13. Outline (cont) Chap 11
• 11. Project Risk Management
• Each section has INPUTS, TOOLS and
TECHNIQUES, and OUTPUTS
– Plan risk management
– Identify risks
– Perform qualitative risk analysis
– Perform quantitative risk analysis
– Plan risk responses
– Control risks
3/22/19 13

14. Outline (cont) Chap 12
• 12. Project Procurement Management
• Each section has INPUTS, TOOLS and
TECHNIQUES, and OUTPUTS
– Plan procurement management
– Conduct procurements
– Control procurements
– Close procurements
3/22/19 14

15. Outline (cont) Chap 13
• 13. Project Stakeholder Management
• Each section has INPUTS, TOOLS and
TECHNIQUES, and OUTPUTS
– Identify stakeholders
– Plan stakeholder management
– Manage stakeholder engagement
– Control stakeholder engagement
3/22/19 15

16. Chapter 1:
• PMBOK is a STANDARD, that establishes norms,
methods, processes and practices for a project
• The PMI Lexicon of Project Management Terms is the
vocabulary used
• Project management institute code of ethics and
professional conduct is meant to outline interactions
with stakeholders as
• Honest
• Responsible
• Comitted to fair practices
• Respectful
3/22/19 16

17. 1.2 What is a Project, Portfolio,
Program?
• Temporary endeavor for product, service or result
• The Relationship of Portfolios, Programs and Projects
are roughly hierarchical, though projects can exist at all
levels. The Portfolio and Progrm construction are
based on organizational strategies.
• Portfolio
– Subportfolio
• Projects
• Programs
– projects
– Subprograms
» projects
3/22/19 17

18. 1.3 What is Project Management
• “Project Management is the application of
knowledge, skills, tools, and techniques to
project activities to meet project
requirements.” Application and integration of
47 processes categorized in 5 process groups:
– Initiation
– Planning
– Executing
– Monitoring and controlling
– Closing
3/22/19 18

19. Managing a Project includes:
• ID requirements
• Address stakeholder needs, concerns and expectations form project
planning to finish
• Setting and maintaining stakeholder communications
– Active, effective and collaborative
• Manage Stakeholders for
– Meeting project requirements
– Creating project deliverables
• Balance competing constraints among:
– Scope
– Quality
– Schedule
– Budget
– Resources
– Risks
• Iterative, progressively elaborated project plan throughout the project
lifecycle
3/22/19 19

20. 1.4 Relationships among Portfolios,
Programs, Projects and Organizations
• Organizational Project Management:
– A strategy execution framework of organizational
management and practices to enable predictable
delivery on strategies and providing for better
performance and sustainable competitive
advantage.
• Portfolio, Program, Project Management:
– Aligned and/or driven by organizational strategies
– Contribute to the overall goals of the organization
3/22/19 20

21. 1.5 Relationship between Project
Management and Operations Management
• Operations Management:
– Are typically day-to-day business operations
– Require business process management
• Operations and Project Management may
overlap in:
– When developing a new product
– Improvement to product development processes
• Project management MUST consider
Operations stakeyholders in projects.
3/22/19 21

22. 1.5 Relationship between Project
Management and Organizational Strategy
• Projects are undertaken to achieve business
strategies
• Project management depends upon
organizational governance and processes
3/22/19 22

23. 1.6 Business value
• Business value should be driven by projects,
either short, medium or long term
• Organization strategy is expressed via Mission
and Vision statements including market,
completion and environment
• Project management focuses on on the
successful delivery of products, services or
results (and drives business value).
3/22/19 23

24. 1.7 Role of Project Manager
• Lead the team that is responsible for achieving
the project objectives
• Project manager is the link between the
organizational strategy and the project team
• Possesses the following competencies
– Knowledge
– Performance
– Personal: attitudes, personality, leadership
– Balance of technical, interpersonal and conceptual
skills to analyze situations and interact appropriately
3/22/19 24

25. 1.7 Project manager characteristics
• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision making
3/22/19 25
• Political and
cultural awareness
• Negotiation
• Trust building
• Conflict
management
• Coaching

26. Chapter 2: Organizational Influences
and Project Life Cycle
• Projects occur in a broader context
environment that the project itself
• Organizational influencers:
– Staffing practices
– Management practices
– Stakeholders
– Team structure and membership
– Activity phasing
– Relationships
3/22/19 26

27. Organizational Cultures and Styles
• The project manager needs to know who are the
decision makers and influencers and work with them to
increase the probability of project success.
• Common experiences within an organization:
– Shared visions, mission, values, beliefs, expectations
– Regulations, policies, methods, procedures
– Motivation and rewards systems
– Risk tolerance
– View of leadership, hierarchy, and authority relationships
– Code of conduct, work ethic, work hours
– Operating environments
3/22/19 27

28. 2.1 Key Organizational Characteristics
• Organizational communications
• Organizational Structures
– Functional = little PM authority
– Matrix = strong PM authority
3/22/19 28

29. 2.1.4 Organizational Process Assets
• Org. process assets can be grouped as:
– Processes and Procedures
• Eg., Plans, procedures, processes, policies, and
procedures
– Corporate knowledge base
• Eg., Lessons learned, historical info, completed
schedules, risk data, and earned value data.
3/22/19 29

30. 2.1.4.1 Processes and Procedures
• Initiating and planning
– Guidelines and criteria
– Policies, product and project lifecycles, quality. Audits, improvements,
checklists, etc.
– Templates
• Executing, monitoring and controlling
– Change control procedures
– Financial control procedures
– Issue and defect management procedures
– Org communication requirements
– Procedures for work authorizations
– Risk control procedures
– Standardized guidelines, criteria, performance measurement
• Closing
– Project closure guidelines, (eg., lessons learned, product acceptance
criteria)
3/22/19 30

31. 2.2.4.2 Corporate Knowledge Base
• Configuration management including versions
and baselines of standards, policies, procedures
and docs.
• Financial DBs, including labor hours, costs,
budgets, cost overruns
• Historical info and lessons learned
• Issue and defect management records
• Process measurement data (eg, process
improvement)
• Project files from previous projects
3/22/19 31

32. 2.1.5 Enterprise Environmental
Factors
• Conditions not under control by the project team.
• Considered as “inputs”, but may have positive or
negative influence on project outcomes.
3/22/19 32
• Org. culture, structure and governance
• Geographic distribution of resources
• Government or industry standards
• Infrastructure
• Existing human resources (eg, skills)
• Personnel Admin (eg, staffing,
retention)
• Company work authorization systems
• Marketplace conditions
• Stakeholder risk tolerances
• Political climate
• Org. communication channels
• Commercial databases
• Project management information
system

33. 2.2 Project Stakeholders and
Governance
• “Project governance-the alignment of the
project with stakeholders’ needs or objectives-
is critical to the successful management of
stakeholder engagement and the achievement
of organizational objectives.”
• Project stakeholders
– Project team members
– Internal stakeholders
– External stakeholders
3/22/19 33

34. Project Stakeholders
• May have various levels of engagement (eg, advisors to
developers)
• Stakeholder ID is a continuous process throughout the
entire project life cycle
• Stakeholders and positively and/or negatively impact
project objectives
• Stakeholder perception of a project may be positive or
negative.
• PM must manage stakeholder expectations
• Team members must interact with stakeholders in
professional and cooperative manner
3/22/19 34

35. Examples of Stakeholders
• Sponsor
• Customers and users
• Sellers (vendors, suppliers, contractors)
• Business partners (eg, data suppliers, trainers)
• (Internal) Organizational groups (eg, Sales, HR,
legal, finance, etc.)
• Functional managers
• Other Stakeholders (eg, financial entities,
government regulators, SMEs, consultants, etc.)
3/22/19 35

36. 2.2.2 Project Governance
• An oversight function to enhance success and should be
described in the project management plan.
• Elements of project governance:
– Project success definition and deliverable acceptance criteria
– Process to ID, escalate and resolve issues
– Relationships among team and stakeholders
– Project org chart and project roles
– Communication processes
– Project decision-making processes
– Guidelines for alignment of project governance with
organizational strategies
– Project life cycle approach
– Process for stage gate or phase reviews
– Change review process
– Process to align internal stakeholders with project process reqs.
3/22/19 36

37. 2.3 Project Team Roles
• Project management
• Project staff
• Supporting experts
• User or customer representatives
• Sellers (vendors, suppliers, contractors)
• Business partners (eg, data suppliers, trainers)
• Business partner members
3/22/19 37

38. 2.3.1 Composition of Project Teams
• Dedicated:
– often seen in projectized organizations
– PMs have a great deal of authority
• Part-Time
– Common in functional organizations
• Joint ventures, consortiums, partnership
• Can be virtual, dispersed geographically
– Technology reliance for coordination and
communication
– Accommodations for different cultures, working
hours, time zones, local conditions and languages
3/22/19 38

39. 2.4 Project Life Cycle
• Series of phases form initiation to closure
• Provides the basic framework for managing a
project
• Phases can be broken down by:
– Functional or partial objectives
– Intermediate results or deliverables
– Specific milestones
– Financial availability
– Generally time bounded
• Range from predictive (waterfall) to adaptive
(agile)
3/22/19 39

40. Cost, Staffing and Risk During Phases
• Low at start, peak as work is carried out, and
drop as project is closed out
• Risk and uncertainty is highest at beginning of
project, but should decrease over the course
of the project as decisions are reached and
deliverables are accepted
• Impact of changes on cost are lowest near the
start of the project and highest near the end.
• (“Fail Fast, Fail Early!”)
3/22/19 40

41. Fig 2-8. Cost and Staffing
3/22/19 41From PMBOK

42. Fig 2-9. Risk, Uncertainty and Cost
3/22/19 42From PMBOK

43. 2.4.2.1 Phase Relationships
• Sequential
– Reduces uncertainty but may eliminate options for
reducing overall schedule
• Overlapping
– Con: may increase risk if phases start before all
info is in on last phase
– Pro: may allow for compression of time and allow
work in parallel.
3/22/19 43

44. Fig 2-8. Characteristics of the Project
Life Cycle
3/22/19 44From PMBOK

45. 2.4.2.2 Predictive Life Cycles
3/22/19 45From PMBOK

46. 2.4.2.2 Predictive Life Cycles
• Project Scope, Time and Cost are determined
early in project
• Series of sequential or overlapping steps
• Work in each phase is largely different in
nature form other steps
• Makeup and skills of team members vary from
phase to phase
3/22/19 46

47. 2.4.2.3 Iterative and Incremental Life
Cycles
• Preferred for Projects that are complex, and/or objectives and
scope are likely to change.
• Project phases (iterations) repeat as the project team’s
understanding of project and product increases
• ITERATIONS develop the PRODUCT through repeated cycles
• INCREMENTS successively add FUNCTIONAITY to the product
through repeated cycles
• During an iteration:
– all the activities will be performed
– A set of deliverables is completed at the end of the iteration
• Future iterations may enhance deliverables or create new ones
• Each iteration builds deliverables until the exit criteria for project or
phase is met.
• Iterations allow project team to incorporate feedback form
stakeholders
3/22/19 47

48. Adaptive Life Cycles
• AKA as change-driven or agile methods
• Responsive to high levels of change and
stakeholder involvement
• Iterations are rapid (2-4 weeks)
• Set of requirements into backlog
• Beginning of iteration, high-priority items
developed during iteration, based on the time
within the iteration
• End of iteration, Product demo to stakeholder(s)
3/22/19 48

49. Adaptive Life Cycle
3/22/19 49
From https://bit.ly/2u5rNV8 , based on PMBOK

50. 3. Project Management Processes
• Each process is characterized by
– Inputs
– Tools and techniques to be applied
– Outputs
– To be considered:
• Organizational process assets
• Enterprise environmental factors
3/22/19 50

51. To Ensure Project Success
• Select appropriate processes to objectives
• Define approach that can be adapted to meet
requirements
• Establish and maintain appropriate
communication and engagement with
stakeholders
• Comply with requirements to meet stakeholder
needs and expectations
• Balance competing constraints of scope,
schedule, budget, quality, resources, and risk
3/22/19 51

52. Product vs. Project Processes
• Project management processes
– Ensure the effective flow of the project throughout its
life cycle
– Application of tools and techniques described in
Chapters 4-13 (knowledge areas)
– Generally applicable to all project management
• Product-oriented processes
– Specify and create the Product
– Some processes may be product-specific
– Product processes need to be known to effectively
manage Project scope
3/22/19 52

53. Five (5) Process Management Groups
• PMBOK describes the nature of PM processes
and the integration among them, their
interactions and purposes.
– Initiating process group
– Planning process group
– Executing process group
– Monitoring and controlling process group
– Closing process group
3/22/19 53

54. Network of Process Groups
• Common PM process interactions
• PM process groups
• Initiation process group
• Planning process group
• Executing process group
• Monitoring and controlling process group
• Closing process group
• Project Information
• Role of knowledge areas
3/22/19 54

55. 3.1 Common Project Management
Process Interactions
• PM Processes are well-defined but in practice
overlap and interact
• Iterative and many processes are repeated
during the project
• The integrative nature of PM requires the
monitoring and controlling process group to
interact with the other process groups (see Fig
3-1)
3/22/19 55

56. Fig 3-1. Monitoring and Controlling
Process Group Interaction With Other
Group Processes
3/22/19 56From PMBOK

57. Linkage Among Process Groups
• Process Groups are overlapping activities
• Output of one process can be input to another
process or a deliverable
• May be incremental deliverables
• Process group interaction is shown in Figure 3-
2.
3/22/19 57

58. Fig 3-2: Process Group Interaction
3/22/19 58From PMBOK

59. Project Management Process
Interactions
• Interactions can be
– among process groups or
– within process groups
• Fig 3-3 is a summary of simple flow and
interactions among process groups and
stakeholders
• PM processes are linked by INPUTS and OUTPUTS
• Output(s) from one process becomes the input(s)
to another process
• Iterative nature of project management results in
reuse of processes
3/22/19 59

60. Fig 3-3 PM Process Interactions
3/22/19 60
From PMBOK

61. Five (5) Process Management Groups
• PMBOK describes each process group in
sections 3.3-3.7
– 3.3 Initiating process group
– 3.4 Planning process group
– 3.5 Executing process group
– 3.6 Monitoring and controlling process group
– 3.7 Closing process group
3/22/19 61

62. 3.3 Initiating Process Group
• The processes in this process group involve
authorization and start of project
• Key purpose is to align stakeholders with the project’s
purpose, and to involve them in the project going
forward
• Sets the vision for the project
• Initial Scope defined
• Initial finances committed
• Project charter approved
• Success criteria defined
• Large and complex projects typically involve phases (ie,
multiple Initiating processes for subsequent phases)
3/22/19 62

63. 3.4 Planning Process Group
• Processes to:
– Define the total scope of the project
– Define and refine objectives
– Define actions to accomplish objectives
• Key purpose is to set strategy, tactics and
methods
• Define and Develop Project management plans
and other docs (deliverables).
– Allow for “progressive elaboration” = significant
changes in project can trigger changes in planning
processes
3/22/19 63

64. Project Management Plan
• The project management plan and associated
docs (deliverables) may include, but are not
limited to:
• Scope
• Time
• Cost
• Quality
• Communications
3/22/19 64
• Human
resources
• Risks
• Procurements
• Stakeholder
engagement

65. Updating
• Generally, learning through each phase will
suggest changes to the project (typically approved
in the monitoring and controlling processes)
• Updates to the project management plan and
other docs will provide greater visibility into
schedule, costs and other aspects of the project.
• The organization has procedures to dictate when
initial planning ends
• Results in each iteration are documented as
updates to the project management plan and
other docs
3/22/19 65

66. 3.5 Executing Process Group
• Processes to complete the work defined in the project
management plan
– Coordinating people and resources
– Manage stakeholder expectations
– Performing and integrating activities
• Key purpose is to execute on strategy, tactics and
actions outlined in project management plan
• Most of budget expended in these processes
• Results from project execution may require planning
updates and and rebaselining
– Unanticipated risks
– Further analysis
3/22/19 66

67. 3.6 Monitoring and Controlling Process
Group
• Processes to track, review and manage the
progress of project
– Monitor (measure) and analyze project performance
– ID variance with project management plan
– Recommending and Controlling changes in
anticipation of risks
– Influencing decision makers to ensure only approved
changes are implemented
• Key purpose is to continuously monitor health of
project and to trigger changes as new
information surfaces
3/22/19 67

68. 3.7 Closing Process Group
• Processes to conclude all activities across all 5 project
management process groups for formal completion of
project, phase or contract
• Processes may include, but are not limited to:
– Obtain acceptance for closure by stakeholder(s)
– Conduct review
– Document lessons Learned
– Update organizational procedures
– Archive all docs
– Close procurement activities and other agreements
– Perform team assessments
– Release project resources
• Key purpose is to formally and visibly end project, phase or
contract
3/22/19 68

69. 3.8 Project Information
• Distinction between DATA and INFORMATION
• Data throughout project is analyzed and used as
information in the project (esp. in the controlling
processes)
– Work performance data
• Raw observations collected during project
– Work performance information
• Analyzed data
– Work performance reports
• Analyzed data captured in formal project documents
3/22/19 69

70. 3.9 Role of Knowledge Areas
• Ten (10) knowledge areas are used to classify
the 47 PMBOK project management processes
3/22/19 70
• Project initiation
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
• Project stakeholder
management

71. Ten (10) Knowledge Areas and Five (5)
Process Group Relationship
• PMBOK shows how Knowedge areas integrate
with Process groups
• More information in subsequent cahpters (4-
13)
• Table 3-1 shows mapping of
– 47 project management processes within the
– 5 process groups and
– 10 knowledge areas
3/22/19 71

72. Table 3-1 PM Process Group Mapping
to Knowledge Areas
3/22/19 72