The document discusses the limitations of the PMBOK guideline for novice project managers who struggle to apply its logic due to a lack of practical experience. It emphasizes the interconnectivity of project management knowledge areas and suggests reorganizing PMBOK's content to include a sixth process, analysis, along with a focus on resource management. Additionally, it proposes enhancements in resource analysis, risk assessment, and project scheduling practices for improved project management outcomes.

1. PROJECT MANAGEMENT
PROJECT MANAGEMENT
LOGIC AND PMBOK
LOGIC AND PMBOK™
™
STRUCTURE
STRUCTURE
Vladimir Liberzon
Vladimir Liberzon
Spider Management Technologies
Spider Management Technologies
Moscow PMI Chapter
Moscow PMI Chapter
E-mail: spider@mail.cnt.ru

2. V.Liberzon /Spider Manage 2
PMBOK
PMBOK™
™ STRUCTURE
STRUCTURE
People who lack sufficient practical experience
in Project Management meet with difficulties
when they try to get a clear picture of PM
logic from A Guideline to the PMBOK™.
Novice managers often try to divide
responsibilities among PM team members in
accordance with knowledge areas (Time
manager, Cost manager, Quality manager,
etc.).

3. V.Liberzon /Spider Manage 3
PMBOK
PMBOK™
™ STRUCTURE
STRUCTURE
Most PM knowledge areas are closely
interrelated and can hardly be separated
from each other. For instance, one cannot
change project schedule without affecting
project cost. Besides, it is impossible to
control time or cost (success indicators)
directly but only through resources or
technologies.

4. V.Liberzon /Spider Manage 4
PMBOK
PMBOK™
™ STRUCTURE
STRUCTURE
Some of knowledge areas are project success
indicators (scope, time, cost and quality),
others are management tools (human
resources, communications, risks,
procurement).
You can analyze time or cost performance and
then make corrective moves using resources
or technologies.

5. V.Liberzon /Spider Manage 5
PMBOK
PMBOK™
™ STRUCTURE
STRUCTURE
A Guideline to the PMBOK™ can be
successfully applied to projects only at
those levels where details are not
important. But it does not provide
enough fine tools for more precise
practical project management for which
the resource management is the core
issue.

6. V.Liberzon /Spider Manage 6
PMBOK
PMBOK™
™ STRUCTURE
STRUCTURE
I believe that ideological content of A
Guideline to the PMBOK™ can be reorganized
in a more instructive, process-oriented way.
I think that it is necessary to recognize six
main PM processes instead of five described
in a Guideline to the PMBOK™.
The additional process is Analysis.

7. V.Liberzon /Spider Manage 7
PM PROCESSES
PM PROCESSES
PROJECT
MANAGEMENT
PROCESSES
PLANNING
ANALYSIS
CONTROL
INITIATION
CLOSING
EXECUTION

8. V.Liberzon /Spider Manage 8
PM KNOWLEDGE AREAS
PM KNOWLEDGE AREAS
& PM LOGIC
& PM LOGIC
PM functions (knowledge areas) activated in
each of these processes vary significantly.
Description of PM ideology could not be
complete without including Resource
management as a core separate entity.
It is necessary to connect PMBOK™ with the
logic of PM processes.
The PM logic used in the majority of projects is
shown in the next slide.

9. V.Liberzon /Spider Manage 9
PM LOGIC
PM LOGIC
OBJECTIVES
SCOPE
CRITERIA
MAIN TOOLS
INTERMEDIATE
TOOLS
PROJECT RESULTS
SCOPE DEFINITION
SUCCESS CRITERIA CONSTRAINTS
COST TIME QUALITY SCOPE
RESOURCES TECHNOLOGIES
Contracts Organization Communications Human Resources
RISK ANALYSIS

10. V.Liberzon /Spider Manage 10
DIFFERENCE BETWEEN
DIFFERENCE BETWEEN
APPROACHES
APPROACHES
Russian way of planning projects (especially
in construction industry) is frequently
based on federal, local, industrial or
corporate norms and standards. These
norms usually refer to resource
productivity, cost and material per unit of
activity volume (volume of work to be
done). Usage of these norms affects the
way of planning project activities.

11. V.Liberzon /Spider Manage 11
DIFFERENCE BETWEEN
DIFFERENCE BETWEEN
APPROACHES
APPROACHES
Activity Duration Estimating in A Guideline to
the PMBOK™ doesn’t employ this approach.
Actually A Guideline to the PMBOK™ does not
even employ the concept of activity volumes.
Estimation of activity volumes is associated
with resource planning, cost estimation, staff
acquisition, solicitation planning, schedule
development, cost budgeting and project
plan development.

12. V.Liberzon /Spider Manage 12
PROJECT SCHEDULE
PROJECT SCHEDULE
DEVELOPMENT
DEVELOPMENT
LIBRARY OF
TYPICAL PROJECT
FRAGNETS
DATABASE A:
ACTIVITY TYPES -
MATERIAL
REQUIREMENTS PER
UNIT OF VOLUME
DATABASE B:
ASSIGNMENT TYPES
- RESOURCE
PRODUCTIVITIES
DATABASE C:
ASSIGNMENT TYPES –
RESOURCE PERCENT
ALLOCATED
PROJECT
SCHEDULE
LIST OF PROJECT
FRAGNETS AND
ACTIVITIES
FRAGNET AND
ACTIVITY VOLUMES
OR DURATIONS
ACTIVITY LINKS
WBS ORGANIZATIONAL
BREAKDOWN
STRUCTURE
LIST AND QUANTITY
OF PROJECT
RESOURCES AND
MATERIALS
RESOURCE
ASSIGNMENTS
DATABASE D:
RESOURCE TYPES –
MATERIAL
REQUIREMENTS PER
WORK HOUR
DATABASE E:
ASSIGNMENT TYPES
- FIXED MATERIAL
REQUIREMENTS PER
UNIT OF VOLUME
FIXED
ACTIVITY
MATERIAL
REQUIREMENTS
FIXED
ASSIGNMENT
MATERIAL
REQUIREMENTS

13. V.Liberzon /Spider Manage 13
MAIN DIFFERENCE
MAIN DIFFERENCE
BETWEEN APPROACHES
BETWEEN APPROACHES
The main difference between the described
approaches to the Project Schedule
Development is as follows:
if you use activity volume and resource
productivity as input into planning process,
then activity duration and cost may be
estimated only after assigned resources
have been chosen and project schedule
calculated.

14. V.Liberzon /Spider Manage 14
ACTIVITY COST
ACTIVITY COST
COMPONENTS
COMPONENTS
ACTIVITY COST
FIXED ACTIVITY
COST
ASSIGNMENT COSTS
FIXED
ASSIGNMENT
COST
RESOURCE
COSTS
FIXED
ASSIGNMENT
MATERIAL COSTS
{RESOURCE RATE} *
{ASSIGNMENT
DURATION}
{MATERIAL REQUIREMENT
PER RESOURCE WORK HOUR} *
{MATERIAL UNIT COST} *
{ASSIGNMENT DURATION}
 All Resources
{MATERIAL UNIT COST}
* {FIXED ASSIGNMENT
MATERIAL
REQUIREMENTS}
 All Materials
FIXED ACTIVITY
MATERIAL COSTS
{MATERIAL UNIT COST} *
{FIXED ACTIVITY MATERIAL
REQUIREMENTS}
 All Materials
 All Materials
 All Assignments

15. V.Liberzon /Spider Manage 15
RESOURCE ANALYSIS
RESOURCE ANALYSIS
Resource analysis is essential part of project
execution analysis. Monitoring of the actual
resource performance permits to employ
methods of adaptive forecasting to predict
trends and future resource productivity and
cost. Usage of project resources varies at
different phases and forecasting that takes
these differences into consideration is
considerably more accurate than the methods
of Earned Value Analysis.

16. V.Liberzon /Spider Manage 16
RISK ANALYSIS
RISK ANALYSIS
Methods of Risk analysis (PERT, Monte Carlo)
should include estimations and simulations
of activity volume, resource productivity,
resource availability, etc. (not only duration
and cost as in A Guideline to the PMBOK™ ).
Other sections of A Guideline to the PMBOK™
also have to be revised if low level Resource
management processes are to be considered.

17. V.Liberzon /Spider Manage 17
RECOMMENDATIONS
RECOMMENDATIONS
 Introduction of Resource management into
A Guideline to the PMBOK™ calls for revision
of ideological content and structure of the
latter.
 It is vital to understand that some project
parameters are indicative, while the others
are the tools for project control.

18. V.Liberzon /Spider Manage 18
RECOMMENDATIONS
RECOMMENDATIONS
 Analyzing project performance we measure
and analyze the indicative components for
making decisions on corrective moves, while
the project control tools are used for
improving project performance. It would be
helpful to divide Control processes into two
process groups - Analysis and Control.

19. V.Liberzon /Spider Manage 19
BENEFITS
BENEFITS
• Better understanding of PM logic and PM
processes.
• Establishing technological standards for
low level Project Management.
• Developing Project Management
Technological Guideline.