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NetCom Learning :The Ultimate Key to Project Managers Success - PMBOK Guide
- 1. The Ultimate Keyto Project Managers Success - PMBOK Guide
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- 3. NetCom Learning –Managed Learning Services
- 5. • Identifies asubset of project management that is generally recognized as good practice • Different from a methodology but a foundation upon which methodology, policies, procedures, rules, tools and techniques, and life cycle phases can be built • Based on the Standard for Project Management (similar to Standards for Portfolio and Program Management) Purpose of The PMBOK® Guide
- 6. • Initially distributedin 1996 • Five (5) process groups (Initiating, Planning, Estimating, Controlling and Closing) • Nine (9) knowledge areas • Thirty-seven (37) processes • Revised about every four years • Third Edition (2004) – changed to Monitoring and Controlling • Fourth Edition (2008) – 42 processes • Fifth Edition (2013) – 47 processes • First time a new knowledge area has been added • Sixth Edition (2017) – 49 processes • Incorporates Agile and Business Analysis concepts • Harmonization of terminology with other standards History of The PMBOK® Guide
- 7. Overall Changes tothe Sixth Edition • First three sections completely revised • Section 1 – Project approaches • Section 3 – Role of project manager • Knowledge area name changes • Project Time Management is now Project Schedule Management • Project Human Resource Management is now Project Resource Management • New Processes • Manage Project Knowledge • Implement Risk Responses • Control Resources • Deleted Process • Close Procurement • Minor change • Estimate Activity Resources moved to Project Resource Management
- 8. • Overview andpurpose of the guide • Foundational elements • Relationship of project, program, portfolio and operations management • Importance of project management • Project and development life cycles • Predictive • Iterative • Incremental • Adaptive • Hybrid • Components of the guide • Tailoring for usage in organizations • Project Management Business Documents • Project Business Case • Project Benefits Management Plan • Project Charter and Project Management Plan • Project Success Measures Chapter 1 - Introduction
- 9. • Enterprise EnvironmentalFactors • Internal to the organization • External to the organization • Organizational Process Assets • Processes, policies and procedures • Organizational knowledge repositories • Organizational systems • Organizational governance frameworks • Alignment, Risk, Performance, Communication • Management elements • Organizational structure types • Organic, Functional, Multidivisional, Matrix, Project-oriented, Virtual, Hybrid, PMO Chapter 2 – Environment in Which Projects Operate
- 10. • Definition ofa Project Manager • Project Manager’s sphere of influence • Project • Organization • Industry • Professional discipline • Across disciplines • Project Manager Competences • Technical • Strategic and business management • Leadership • Comparison of leadership and management • Performing Integration • Performing at process level • Integration at cognitive level • Integration at context level • Integration and complexity Chapter 3 – Role of the Project Manager
- 11. • Introduction • Projectsand Project Management • Project Success and Benefits Management • Project Life Cycle • Project Stakeholders • Role of Project Manager • Project Management Knowledge Areas • Project Management Process Groups • EEFs and OPAs • Tailoring the Project Artifacts • Each process group includes: • Processes • Project management plan components • Project documents examples • Project management plan/documents updates Part 2 – The Standard for Project Management
- 12. • Usage describedin Appendix X3 for agile, adaptive, iterative and hybrid approaches • Each knowledge area includes a subsection called Considerations for Adaptive Environments Incorporation of Agile
- 13. PMBOK 5th EditionPMBOK 6th Edition Perform Quality Assurance Manage Quality Plan Human Resource Management Plan Resource Management Acquire Project Team Acquire Resources Develop Project Team Develop Team Manage Project Team Manage Team Control Communications Monitor Communications Control Risks Monitor Risks Plan Stakeholder Management Plan Stakeholder Engagement Control Stakeholder Engagement Monitor Stakeholder Engagement Process Name Changes
- 14. • Key concepts •Trends and emerging practices • Tailoring considerations Knowledge Area Information
- 15. • Each processis identified as: • Process used once or at predefined points in the project • Process that is done periodically as needed • Process that is done continually throughout the project • Explained further in Section 1.2.4.4 Process Categories
- 16. • Grouped bypurpose • Data gathering • Data analysis • Decision making • Communication • Interpersonal and team skills • Identified in Appendix X6 by group, where appropriate, and lists the processes where they are used Tools and Techniques
- 17. • Entire projectmanagement plan listed rather than individual components • Individual component listed where created • Input specifics identified in textual description • Other project documents • Individual document identified in process where created • Subsequent processes refer to the inclusive name, project documents Project Documents
- 18. • New process– Manage Project Knowledge • Output – Lessons learned register • Input to many processes • Updated as output in many Executing and Monitoring and Controlling processes • At project end, transferred to become an OPA • Referred to as a lessons learned repository Lessons Learned
- 19. • Key concepts •Trends and emerging practices • Tailoring considerations • Considerations for agile/adaptive environments Knowledge Area Front Material
- 20. • New process •Manage Project Knowledge • New inputs • Business Case • Projects Benefits Management Plan • New tools • Data analysis • Data gathering • Decision making • Interpersonal and team skills • Knowledge management • Information management • New outputs • Assumption log • Lessons learned register • Procurement documentation Project Integration Management
- 21. • New inputs •Business documents • New tools • Data analysis • Data gathering • Interpersonal and team skills • New outputs • None Project Scope Management
- 22. • Process moved •Estimate Activity Resources (moved to Resource Management) • New inputs • None • New tools • Bottom-up estimating • Critical path method • Data analysis • Agile release planning • New outputs • None Project Schedule Management
- 23. • New inputs •Business documents • New tools • Data analysis • Decision making • Financing • New outputs • None Project Cost Management
- 24. • New inputs •Project charter • New tools • Data analysis • Data gathering • Decision making • Design for X • Problem solving • Quality improvement methods • Test and inspection planning • Testing/Product evaluations • New outputs • Quality reports • Test and evaluation documents Project Quality Management
- 25. Project Resource Management (namechange) • New process • Estimate Activity Resources (moved from Time) • Control Resources • New inputs • None • New tools • Data analysis • Colocation/Virtual teams • Communication technology • Individual and team assessment • Problem solving • New outputs • Team charter
- 26. Project Communication Management (namechange) • Name changes • Communications is technology; communication is human • New inputs • None • New tools • Data analysis • Interpersonal and team skills • Communication technology • New outputs • None
- 27. Project Risk Management •New process • Implement Risk Responses • Process name change • Control Risks to Monitor Risks • New inputs • None • New tools • Data analysis • Data gathering • Prompt list (risk categories) • PESTLE, TECOP, VUCA • Representations of uncertainty • Resource allocation • New outputs • Risk report
- 28. Project Procurement Management •Deleted process • Close Procurements • New inputs • Business documents • New tools • Data analysis • Data gathering • Source selection analysis • New outputs • Procurement strategy • Bid documents • Independent cost estimates • Closed procurements • Procurement documentation updates
- 29. Project Stakeholder Management •Name changes • Plan Stakeholder Management to Plan Stakeholder Engagement • Control Stakeholder Engagement to Monitor Stakeholder Engagement • New inputs • Business documents • New tools • Data analysis • Data gathering • Inspection • Interpersonal and team skills • Ground rules • New outputs • None
- 30. Changes to theCertification Exams • PMP® and PMI-ACP® exams will change beginning March 26, 2018 • CAPM® exams will change end of May, 2018 Should you push to complete before this date or wait?
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- 32. NetCom Learning offersa comprehensive portfolio for Business Process training and below is the course for PMP training » Project Management Professional (PMP)® - Class scheduled on Feb 26 Recommended Course: http://www.netcomlearning.com
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