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PMBOK® Guide Navigator

Jose Barato, PMP®, PMI-ACP®

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PMPeople© 2017 | PMBOK® Guide Navigator


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Jose Barato
In Project Management, knowing and not doing is like not knowing

• Telecommunication Engineer
• PMPeople (CEO)
• PMI Madrid Chapter (Advisory Committee)
• Project Manager (PMP®, PMI-ACP®)
• Trainer, coach
• Speaker, author, blogger

Blog: https://medium.com/@pmpeople

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PMPeople means “People collaborating on Project Management”

Students & Trainers, Sponsors & Project Managers, Organizations & Consultants,
they all can be players in the Sharing Economy

LIVE INTERNET
COURSE
Trainer Student

PROJECT AS A
SERVICE

Interim PM Sponsor

CONSULTING

Consultant www.pmpeople.org Organization

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Guide to the Project Management Body Of Knowledge
(PMBOK® Guide)

• Part 1 – PMBOK® Guide


o Chapter 1 – Introduction
o Chapter 2 – The environment in which projects operate
o Chapter 3 – The role of the project manager
• Project Management Knowledge Areas
o Chapter 4 – Project Integration Management
o Chapter 5 – Project Scope Management
o Chapter 6 – Project Schedule Management
o Chapter 7 – Project Cost Management
o Chapter 8 – Project Quality Management
o Chapter 9 – Project Resource Management
o Chapter 10 – Project Communications Management
o Chapter 11 – Project Risk Management
o Chapter 12 – Project Procurement Management
o Chapter 13 – Project Stakeholder Management
• Other important sections:
o Part 2 – The Standard for Project Management of a Project
o Appendixes – Glossary, Summary of Key Concepts, Tailoring Considerations, Tools &
Techniques, Project Environments (agile, iterative, adaptive and hybrid)

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5 Process Groups in the PMBOK® Guide

Define a new project or a new phase of an existing project by obtaining


Initiating
authorization to start the project or phase
Establish the scope of the project, refine the objectives, and define the
Planning course of action required to attain the objectives that the project was
undertaken to achieve
Complete the work defined in the project management plan to satisfy
Executing
the project requirements
Track, review, and regulate the progress and performance of the
Monitoring
project; identify any areas in which changes to the plan are required;
and Controlling
and initiate the corresponding changes
Closing Formally complete or close the project, phase, or contract
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10 Knowledge Areas in the PMBOK® Guide (chapters 4-13)

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49 Processes in the PMBOK® Guide

PMBOK® Guide 6th edition


4.1 Develop Project Charter 8.1 Plan Quality Management
4. Integration .1 .2 .3 .4 .5 .6 .7 4.2 Develop Project Management Plan 8.2 Manage Quality
4.3 Direct and Manage Project Work 8.3 Control Quality
.1 .3 4.4 Manage Project Knowledge 9.1 Plan Resource Management
5. Scope
.2 .4 .5 .6 4.5 Monitor and Control Project Work 9.2 Estimate Activity Resources
.2 4.6 Perform Integrated Change Control 9.3 Acquire Resources
6. Schedule .1 .3 .5 .6 4.7 Close Project or Phase 9.4 Develop Team
.4 5.1 Plan Scope Management 9.5 Manage Team
.1 5.2 Collect Requirements 9.6 Control Resources
7. Cost
.2 .3 .4 5.3 Define Scope 10.1 Plan Communications Management
5.4 Create WBS 10.2 Manage Communications
5.5 Validate Scope 10.3 Monitor Communications
8. Quality .1 .2 .3 5.6 Control Scope 11.1 Plan Risk Management
6.1 Plan Schedule Management 11.2 Identify Risks
9. Resources .1 .2 .3 .4 .5 .6 6.2 Define Activities 11.3 Perform Qualitative Risk Analysis
6.3 Sequence Activities 11.4 Perform Quantitative Risk Analysis
6.4 Estimate Activity Durations 11.5 Plan Risk Responses
10. Communications .1 .2 .3 6.5 Develop Schedule 11.6 Implement Risk Responses
6.6 Control Schedule 11.7 Monitor Risks
.2
7.1 Plan Cost Management 12.1 Plan Procurement Management
11. Risk .1 .3 .5 .6 .7 7.2 Estimate Costs 12.2 Conduct Procurements
.4
7.3 Determine Budget 12.3 Control Procurements
12. Procurement .1 .2 .3 7.4 Control Costs 13.1 Identify Stakeholders
13.2 Plan Stakeholder Engagement
13.3 Manage Stakeholder Engagement
13. Stakeholders .1 .2 .3 .4 13.4 Monitor Stakeholder Engagement

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Documents in the PMBOK® Guide

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Tools & Techniques in the PMBOK® Guide

Numbers in parenthesis indicate the section of the processes where a tool or technique is described

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Tools & Techniques in the PMBOK® Guide

Numbers in parenthesis indicate the section of the processes where a tool or technique is described

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Tools & Techniques in the PMBOK® Guide

Numbers in parenthesis indicate the section of the processes where a tool or technique is described

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Organizational Process Assets (OPA)

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Enterprise Environmental Factors (EEF)

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PMI’s Talent Triangle®

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Agile Practice Guide

• Agile Concepts
o Chapter 1 – Introduction
o Chapter 2 – Introduction a Agile: manifesto, methods, etc.
o Chapter 3 – Project lifecycle development selection

• Implementing Agile
o Chapter 4 – Creating an Agile Environment: roles for PM and team
o Chapter 5 – Delivering in an Agile Environment: tools and techniques in agile projects
o Chapter 6 – Organizational Considerations: change, culture, contracts, business, PMO

• Annexes:
o Annex 1 –PMBOK® Guide mapping
o Annex 2 – Agile manifesto mapping
o Annex 3 – Agile frameworks
o Appendixes – Tailoring considerations, Tools to choose Project lifecycle development,
References, Glossary, etc.

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Navigating the 10 Knowledge Areas

PMBOK® Guide Navigator

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Chapter 4. Project Integration Management
Identify, define, combine, unify, and coordinate the various processes and project
management activities within the Project Management Process Groups

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Chapter 4. Project Integration Management
Identify, define, combine, unify, and coordinate the various processes and project
management activities within the Project Management Process Groups

Developing a document that formally authorizes the existence of a project and


Develop Project
4.1 provides the project manager with the authority to apply organizational
Charter
resources to project activities
Develop Project Defining, preparing, and coordinating all plan components and consolidating
4.2
Management Plan them into an integrated project management plan
Direct and Manage Leading and performing the work defined in the project management plan and
4.3
Project Work implementing approved changes to achieve the project’s objectives
Manage Project Using existing knowledge and creating new knowledge to achieve the project’s
4.4
Knowledge objectives and contribute to organizational learning
Monitor and Control Tracking, reviewing, and reporting overall progress to meet the performance
4.5
Project Work objectives defined in the project management plan
Reviewing all change requests; approving changes and managing changes to
Perform Integrated
4.6 deliverables, organizational process assets, project documents, and the project
Change Control
management plan; and communicating the decisions
Close Project or Finalizing all activities across all of the Project Management Process Groups to
4.7
Phase formally complete the phase or project

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Chapter 5. Project Scope Management
Ensure the project includes all the work required, and only the work required, to complete
the project successfully

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Chapter 5. Project Scope Management
Ensure the project includes all the work required, and only the work required, to complete
the project successfully

Creating a scope management plan that documents


Plan Scope
5.1 how the project and product scope will be defined,
Management
validated, and controlled
Collect Determining, documenting, and managing stakeholder
5.2
Requirements needs and requirements to meet project objectives
Developing a detailed description of the project and
5.3 Define Scope
product
Subdividing project deliverables and project work into
5.4 Create WBS
smaller, more manageable components
Formalizing acceptance of the completed project
5.5 Validate Scope
deliverables
Monitoring the status of the project and product
5.6 Control Scope
scope and managing changes to the scope baseline

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Chapter 6. Project Schedule Management
Manage the timely completion of the project

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Chapter 6. Project Schedule Management
Manage the timely completion of the project

Establishing the policies, procedures, and documentation for


Plan Schedule
6.1 planning, developing, managing, executing, and controlling the
Management
project schedule
Identifying and documenting the specific actions to be
6.2 Define Activities
performed to produce the project deliverables
Identifying and documenting relationships among the project
6.3 Sequence Activities
activities
Estimate Activity Estimating the number of work periods needed to complete
6.4
Durations individual activities with the estimated resources
Analyzing activity sequences, durations, resource requirements,
6.5 Develop Schedule and schedule constraints to create the project schedule model
for project execution and monitoring and controlling
Monitoring the status of the project to update the project
6.6 Control Schedule
schedule and managing changes to the schedule baseline

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Chapter 7. Project Cost Management
Plan, estimate, budget, finance, fund, manage, and control costs so the project can be
completed within the approved budget

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Chapter 7. Project Cost Management
Plan, estimate, budget, finance, fund, manage, and control costs so the project can be
completed within the approved budget

Plan Cost Defining how the project costs will be estimated, budgeted,
7.1
Management managed, monitored, and controlled
Developing an approximation of the cost of resources needed to
7.2 Estimate Costs
complete project work
Aggregating the estimated costs of individual activities or work
7.3 Determine Budget
packages to establish an authorized cost baseline
Monitoring the status of the project to update the project costs
7.4 Control Costs
and manage changes to the cost baseline

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Chapter 8. Project Quality Management
Incorporate the organization’s quality policy regarding planning, managing, and controlling
project and product quality requirements, in order to meet stakeholders’ expectations

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Chapter 8. Project Quality Management
Incorporate the organization’s quality policy regarding planning, managing, and controlling
project and product quality requirements, in order to meet stakeholders’ expectations

Identifying quality requirements and/or standards for the project and


Plan Quality
8.1 its deliverables, and documenting how the project will demonstrate
Management
compliance with quality requirements and/or standards
Translating the quality management plan into executable quality
8.2 Manage Quality activities that incorporate the organization’s quality policies into the
project
Monitoring and recording the results of executing the quality
8.3 Control Quality management activities to assess performance and ensure the project
outputs are complete, correct, and meet customer expectations

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Chapter 9. Project Resource Management
Identify, acquire, and manage the resources needed for the successful completion of the project

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Chapter 9. Project Resource Management
Identify, acquire, and manage the resources needed for the successful completion of the project

Plan Resource Defining how to estimate, acquire, manage, and use physical and human
9.1
Management project resources
Estimate Activity Estimating team resources and the type and quantities of material,
9.2
Resources equipment, and supplies necessary to perform project work
Obtaining team members, facilities, equipment, materials, supplies, and
9.3 Acquire Resources
other resources necessary to complete project work
Improving competencies, team member interaction, and the overall team
9.4 Develop Team
environment to enhance project performance
Tracking team member performance, providing feedback, resolving issues,
9.5 Manage Team
and managing team changes to optimize project performance
Ensuring that the physical resources assigned and allocated to the project
9.6 Control Resources are available as planned, as well as monitoring the planned versus actual
use of resources, and performing corrective action as necessary

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Chapter 10. Project Communications Management
Ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval,
management, control, monitoring, and ultimate disposition of project information

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Chapter 10. Project Communications Management
Ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval,
management, control, monitoring, and ultimate disposition of project information

Developing an appropriate approach and plan for project communication


Plan Communications
10.1 activities based on the information needs of each stakeholder or group,
Management
available organizational assets, and the needs of the project
Ensuring timely and appropriate collection, creation, distribution, storage,
Manage
10.2 retrieval, management, monitoring, and the ultimate disposition of project
Communications
information
Monitor
10.3 Ensuring the information needs of the project and its stakeholders are met
Communications

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Chapter 11. Project Risk Management
Conduct risk management planning, identification, analysis, response planning, response
implementation, and monitoring risk on a project

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Chapter 11. Project Risk Management
Conduct risk management planning, identification, analysis, response planning, response
implementation, and monitoring risk on a project

11.1 Plan Risk Management Defining how to conduct risk management activities for a project
Identifying individual project risks as well as sources of overall
11.2 Identify Risks
project risk, and documenting their characteristics
Prioritizing individual project risks for further analysis or action by
Perform Qualitative
11.3 assessing their probability of occurrence and impact as well as other
Risk Analysis
characteristics
Perform Quantitative Numerically analyzing the effect of identified individual project risks
11.4
Risk Analysis and other sources of uncertainty on overall project objectives
Developing options, selecting strategies, and agreeing on actions to
11.5 Plan Risk Responses address overall project risk exposure, as well as to treat individual
project risks
Implement Risk
11.6 Implementing agreed-upon risk response plans
Responses
Monitoring the implementation of agreed-upon risk response plans,
11.7 Monitor Risks tracking identified risks, identifying and analyzing new risks, and
evaluating risk process effectiveness throughout the project

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Chapter 12. Project Procurement Management
Purchase or acquire products, services, or results needed from outside the project team

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Chapter 12. Project Procurement Management
Purchase or acquire products, services, or results needed from outside the project team

Plan Procurement Documenting project procurement decisions, specifying


12.1
Management the approach, and identifying potential sellers
Conduct Obtaining seller responses, selecting a seller, and
12.2
Procurements awarding a contract
Managing procurement relationships, monitoring
Control
12.3 contract performance, making changes and corrections
Procurements
as appropriate, and closing out contracts

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Chapter 13. Project Stakeholder Management
Identify the people, groups, or organizations that could impact or be impacted by the project, to
analyze stakeholder expectations and their impact on the project, and to develop appropriate
management strategies for effectively engaging stakeholders in project decisions and execution

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Chapter 13. Project Stakeholder Management
Identify the people, groups, or organizations that could impact or be impacted by the project, to
analyze stakeholder expectations and their impact on the project, and to develop appropriate
management strategies for effectively engaging stakeholders in project decisions and execution

Identifying project stakeholders regularly and analyzing and documenting


Identify
13.1 relevant information regarding their interests, involvement,
Stakeholders
interdependencies, influence, and potential impact on project success
Plan Stakeholder Developing approaches to involve project stakeholders based on their
13.2
Engagement needs, expectation, interests, and potential impact on the project
Manage Communicating and working with stakeholders to meet their needs and
13.3 Stakeholder expectations, address issues, and foster appropriate stakeholder
Engagement engagement involvement
Monitor Monitoring project stakeholder relationships and tailoring strategies for
13.4 Stakeholder engaging stakeholders through the modification of engagement strategies
Engagement and plans

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Navigating the 49 Processes

PMBOK® Guide Navigator

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PMBOK® (High Level)

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PMBOK® (Process Groups)

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Initiating Process Group

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Planning Process Group

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Plan Scope, Activities & Soft Areas

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Plan Scope

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Plan Soft Areas

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Plan Activities

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Plan Risks, Quality & Procurement

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Plan Risks

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Plan Quality & Procurement

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Plan Schedule & Cost

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Executing Process Group

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Executing Soft Areas

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Communicating and Engaging

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Leading the Team

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Executing Risk, Quality & Procurement

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Monitoring & Controlling Process Group

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Control Baselines

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Control Final Performance

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Control Risks, Quality, Procurement & Resources

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Control Risks & Quality

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Control Procurement & Resources

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Closing Process Group

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