The document discusses the Project Management Body of Knowledge (PMBOK) which defines generally accepted project management practices. It identifies the 9 knowledge areas that make up the PMBOK, including project integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, and procurement management. Each knowledge area involves several processes for planning, executing, monitoring and controlling the specific area of project management.
The processes are the backbones of PMBoK.PMI now in its Fifth Edition has raised them from 9 to 10. This presentation only covers the 9. The10th process on portfolio Management could be obtained from other sources by the reader.
Erfaringer fra implementering af et nyt PPM-værktøj - Kristoffer Plenge-Brand...Mediehuset Ingeniøren Live
Det konstant stigende behov for flytransport er naturligvis det absolut vigtigste emne for Copenhagen Airports. I en organisation hvor projektporteføljen består af mange hundrede projekter – og med en betydelig vækst i porteføljen – implementerer man ikke blot et nyt PPM-værktøj uden videre. Hør om, hvordan Copenhagen Airports med succes implementerede deres nye PPM-værktøj.
I invite you for PMP® CERTIFICATION PREPARATION CRUISE in Gdańsk. This training course will prepare you to passing PMP® at your first try.
Training is aligned with Fifth Edition of the PMBOK® Guide and will be performed in English.
If you are not interested in the passing PMP®, but you want to learn project management skills, this is a training also for you.
There will be plenty of exercises to ensure gained knowledge stays for a long time. Each knowledge area is followed by a quick test.
The processes are the backbones of PMBoK.PMI now in its Fifth Edition has raised them from 9 to 10. This presentation only covers the 9. The10th process on portfolio Management could be obtained from other sources by the reader.
Erfaringer fra implementering af et nyt PPM-værktøj - Kristoffer Plenge-Brand...Mediehuset Ingeniøren Live
Det konstant stigende behov for flytransport er naturligvis det absolut vigtigste emne for Copenhagen Airports. I en organisation hvor projektporteføljen består af mange hundrede projekter – og med en betydelig vækst i porteføljen – implementerer man ikke blot et nyt PPM-værktøj uden videre. Hør om, hvordan Copenhagen Airports med succes implementerede deres nye PPM-værktøj.
I invite you for PMP® CERTIFICATION PREPARATION CRUISE in Gdańsk. This training course will prepare you to passing PMP® at your first try.
Training is aligned with Fifth Edition of the PMBOK® Guide and will be performed in English.
If you are not interested in the passing PMP®, but you want to learn project management skills, this is a training also for you.
There will be plenty of exercises to ensure gained knowledge stays for a long time. Each knowledge area is followed by a quick test.
Project Management Body of Knowledge edition 5 overview.
For animated PowerPoint version check https://drive.google.com/open?id=0By_1gNcMlZs6YlVsVDlEcEJacFU
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements (PMI)
The Project Management Institute (PMI) is an international professional society.
Do you know the meaning of ‘management’ in particular.
Project Management Body of Knowledge. Chapters 1-3Brian Davis
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
3. The PMBOK
• “Project Management Body of Knowledge”
– sum of knowledge within the profession of project
management
– used to document and standardize generally accepted
project management information and practices
• produced by the Project Management Institute
• revised and reprinted every 4 years – fourth edition is
expected to be released shortly
9 Things in the PMBOK 319-Nov-08
4. The 9 Things
• an area of project management defined by its knowledge
requirements and described in terms of its associated
process, practices, inputs, outputs, tools and techniques
• identified knowledge areas (the ‘things’)
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
9 Things in the PMBOK 19-Nov-08 4
5. 1. Project Integration
Management
• effective integration of the processes required to
accomplish project objectives
• processes include
1. project charter development
2. preliminary project scope statement development
3. project management plan development
4. project execution
5. monitoring and control of project work
9 Things in the PMBOK 19-Nov-08 5
6. 2. Project Scope
Management
• defines and controls what is and is not included in the
project
• processes include
1. scope planning
2. scope definition
3. creation of a Work Breakdown Schedule
4. scope verification
5. scope control
9 Things in the PMBOK 19-Nov-08 6
9. 3. Project Time
Management
• includes processes required for the timely completion
of a project
• processes include
1. defining activities
2. sequencing activities
3. estimating resource activities
4. estimating duration of activities
5. developing the project schedule
6. controlling the project schedule
9 Things in the PMBOK 19-Nov-08 9
10. 4. Project Cost Management
• planning, estimating, budgeting and controlling costs
to ensure the project can be completed within the
approved budget
• processes include
1. cost estimating
2. cost budgeting
3. cost control
9 Things in the PMBOK 19-Nov-08 10
11. 5. Project Quality
Management
• all activities that determine quality policies, objectives
and responsibilities for the project to satisfy the needs
for which it was undertaken
• processes include
1. quality planning
2. performing quality assurance
3. performing quality control
9 Things in the PMBOK 19-Nov-08 11
12. 6. Project Human Resource
Management
• processes that organize and manage the project team
• processes include:
1. human resource planning
2. acquiring the project team
3. developing the project team
4. managing the project team
9 Things in the PMBOK 19-Nov-08 12
13. 7. Project Communications
Management
• activities to ensure project information is timely and
appropriately generated, collected, distributed, stored,
retrieved and disposed of
• processes include
1. communications planning
2. information distribution
3. performance reporting
4. managing stakeholders
9 Things in the PMBOK 19-Nov-08 13
14. 8. Project Risk Management
• processes to increase the probability and impact of
positive events and decrease the probability and
impact of negative events
• updated throughout the project
• processes include
1. risk management planning
2. risk identification
3. qualitative risk analysis
4. quantitative risk analysis
5. risk response planning
6. risk monitoring and control
9 Things in the PMBOK 19-Nov-08 14
16. 9. Project Procurement
Management
• processes to purchase/acquire the products, services
or results needed to perform the project work
• includes contract management and change control
processes to administer contracts or purchase orders
• processes include:
1. planning purchases and acquisitions
2. contract planning
3. requesting seller responses
4. selecting sellers
5. contract administration
6. contract closure
9 Things in the PMBOK 19-Nov-08 16
17. PM Knowledge Areas
& Process Groups
PM Process
Groups /
Knowledge Area
Processes
Initiating Process
Group
Planning Process Group Executing Process
Group
Monitoring & Controlling
Process Group
Closing
Process
Group
Project
Management
Integration
Develop Project Charter
Develop Prelim Project
Scope Statement
Develop Project Management
Plan
Direct and Manage Project
Execution
Monitor and Control Project Work
Integrated Change Control
Close Project
Project Scope
Management
Scope Planning
Scope Definition
Create WBS
Scope Verification
Scope Control
Project Time
Management
Activity Definition & Sequencing
Resource Estimating
Duration Estimating
Schedule Development
Schedule Control
Project Cost
Management
Cost Estimating
Cost Budgeting
Cost Control
Project Quality
Management
Quality Planning Perform Quality Assurance Perform Quality Control
Project HR
Management
Human Resources Planning Acquire Project Team
Develop Project Team
Manage Project Team
Project
Communications
Management
Communications Planning Information Distribution Performance Reporting
Manage Stakeholders
Project Risk
Management
Risk Management Planning
Risk Identification
Qualitative / Quantitative Risk
Analysis
Risk Response Planning
Risk Monitoring and Control
Project
Procurement
Management
Plan Purchases and Acquisitions
Plan Contracting
Request Seller Responses
Select Sellers
Contract Administration Contract
Closure
18. In conclusion . . .
. . . follow process and progress will follow.
9 Things in the PMBOK 19-Nov-08 18
Project Charter (PMBOK) includes:
Requirements that satisfy customer, sponsor and stakeholder need, wants and expectations
Business needs, HL project description or product requirements
Purpose or justification
Assigned PM
Summary Milestone Schedule
Stakeholder influences
Functional org and their participation
Assumptions / constraints
Business Case
Summary budget
Prelim Scope Statement
Objectives
Requirements
Acceptance criteria
Boundaries
Requirements and deliverables
Assumptions / constraints
Project Org
Risks, Milestone, initial WS, Order of Mag cost estimate, confi management requirements
Project Execution – execute the project management plan to accomplish the work defined in the scope statement
M& C: Compare actual performance to plan, determine actions required if any, information for status reporting, progress measurement and forecasting, monitor implementation of approved changes when they occur
Scope Planning – document how scope will be defined, verified, controlled and how the WBS will be created and defined
Definition: Develop a detailed scope statement
WBS: Work into smaller manageable components
Verification: Formalizing acceptance of the completed project deliverables
Control: control changes to the scope
Defining the activities: List of all schedule activities that are planned to be performed on the project
Sequencing: logical relationships among schedule activities (create network diagrams)
Resources: estimating what resources are required and quantities
Estimating Activity durations: three point estimates (most likely, opt, pessimistic)
Schedule – start and end dates for activities
Controlling – schedule management plan establishes how the schedule will be managed and controlled, schedule baseline, performance reports
Estimating: approximation of costs
Budgeting: aggregating the estimated costs of individual activities or work pkgs to establish a cost baseline
Control: influencing the factors that create cost variances and control changes to budget
Planning – which quality standards are relevant and determine how to satisfy them
QA – applying the planned quality activities to ensure quality requirements are met
QC – monitor project results to determine if they comply to quality standards, ID way to eliminate causes of unsatisfactory performance.
Develop: improve competencies and interaction of team members to enhance project performance
Manage: track performance, provide feedback, resolve issues
Performance reporting: status reports, progress measurement, forecasting
Manage stakeholders: manage communications to satisfy the requirement of stakeholders
Qualitative: Prioritizing risks for further analysis or action (prob of occurance / impact)
Quantitative: numerically analyzing the effect of overall objectives of id’d risks
Control: tracking, monitoring, ID new ones, execute risks response plan
Plan – what to purchase, when and how
Contract Planning: Document products, services and results requirement and and ID potential sellers
RFI, RFP, RFQ
Admin – manage the contract
Closure – settle each contract, close