(PMBOK® GUIDE)

Sixth Edition
2/12/2018 1
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INTRODUCTION
 The learning objectives

 Prepare to pass the PMP® exam

 Navigate the process groups and knowledge areas of the
PMBOK® Guide — Fifth Edition
 Align your project management knowledge with PMBOK®
Guide terminology and definitions

Apply PM methodologies in projects

 Create a personalized plan for self-study focus your efforts
after the course
 1.1 Overview & purpose of this guide
PMBOK® Guide is a foundation upon which organizations can build methodologies,
policies, procedures, rules, tools and techniques, and life cycle phases needed to
practice project management.

1.1.1 The Standard For Project Management

standard is a document established by an authority, custom, or general consent as a
model or example.
the standard and the guide are both based on descriptive practices, rather than
prescriptive practices.
1.1.2 Common Vocabulary

A common vocabulary is an essential element of a professional discipline.

The PMI Lexicon of Project Management Terms [4] provides the

foundational professional vocabulary that can be consistently used by
organizations, portfolio ,program, and project managers and other project
stakeholders.
• 1.1.3 Code of ethics & professional conduct .
PMI publishes the Code of Ethics and Professional Conduct [5] to instill
confidence in the project management profession and to help an
individual in making wise decisions

The values that the global project management community defined as

most important were responsibility, respect, fairness, and honesty.
 1.2 Foundational Elements
1. Projects .
2. The importance of Project Management .
3. Relationship of Project , Program , Portfolio and Operations Management .
4. Components of the Guide .
5. Tailoring .
6. Project Management Business Documents .
1.2.1-Projects
• A project Is a temporary endeavor undertaken to create a product, service or result.
• Has a definite beginning and end.

• Creates unique product, service or result.

 1.2.1-Projects

Term Means that a Project

temporary Has a beginning and end
endeavor Involves effort, work
to create Has an intention to produce something (project
"deliverables"
unique One of a kind, rather than a collection of identical items
product Tangible objects, but could include things like computer
software, film or stage works
service Might include the establishment of a day-care center, for
instance, but not its daily operations.
result Intangible and not a service.
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1.2.2 .The Importance of project Management

• PM enables org. to execute projects effectively & efficiently .

• Effective & efficient project management should be considered a
strategic competency , enabling org. to :
i. tie project results to business goals .
ii. Compete more effectively in their markets
iii.Sustain the org. and
iv.Respond to the impact of business environment changes on projects by
appropriate adjusting pm plans .
 1.2.3 - Relation ship of Project , Program , portfolio and operations Management

Program Management : focus on the interdependencies between component

projects and the optimal approach for managing them .
 1.2.3 - Relation ship of Project , Program , portfolio and operations Management

Portfolio Management : a collection of programs or projects to achieve strategic

business objectives.
 Operations Management :
concerned with the ongoing production of goods and /or services and is outside the scope of formal project .
Operations and Project Management
Changes in business org. operations may be the focus of a project – especially when there
substantial changes to business operations as a result of a new product or service delivery .
Organizational Project Management ( OPM) and Strategies .
OPM ensures that the org. undertakes the right projects, allocates critical resources appropriately
, and all levels in the org. understand the strategic vision , the initiatives that support the vision
, the objectives and the deliverables .
 1.2.4 -Components of the guide
This guide identifies and explains some of the key components that , when effectively manages result in
successful completion of a project .
PMBOK® Guide Key Component Brief Description

Project life cycle (Section 1.2.4.1) The series of phases that a project passes through from its start to its completion.

Project phase (Section 1.2.4.2) A collection of logically related project activities that culminates in the completion of one or more deliverables.

Phase gate (Section 1.2.4.3) A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a program or
project.

Project management processes (Section 1.2.4.4) A systematic series of activities directed toward causing an end result where one or more inputs will be acted upon to create one or more
outputs.

Project Management Process Group(Section 1.2.4.5) A logical grouping of project management inputs, tools and techniques, and outputs .
The Project Management Process Groups include Initiating, Planning, Executing , Monitoring and Controlling, and Closing. Project Management
Process Groups are not project phases.

Project Management Knowledge Area An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices,
(Section 1.2.4.6) inputs, outputs, tools, and techniques.
Project Management Process Group and Knowledge Area Mapping
 1.2.4.7 Project Management Data & Information

• A Project data are collected as a result of various processes and are shared within the project team.
The key terminology includes:
• Work performance data .
• Work performance information.
• Work performance reports.
 1.2.5 Tailoring
project managers apply a project management methodology to their work

A methodology is a system of practices, techniques, procedures, and rules used by those who work in
a discipline. This definition makes it clear that this guide itself is not a methodology.
 1.2.5 Tailoring

Tailoring is necessary because each project is unique; not every process, tool, technique, input, or
output identified in the PMBOK® Guide is required on every project.
 1.2.6 Project Management Business Documents
Project Business Documents
Project business case
Project benefits management plan
Project charter & project management plan
Project success measures
Definition
A documented economic feasibility study used to establish the validity of the benefits of a
selected component lacking sufficient definition and that is used as a basis for the
authorization of further project management activities.
The documented explanation defining the processes for creating, maximizing, and sustaining
the benefits provided by a project.
The project charter is defined as a document issued by the project sponsor that formally
authorizes the existence of a project and provides the project manager with the authority to
apply organizational resources to project activities.
Traditionally, the project management metrics of time, cost, scope, and quality have been the
most important factors in defining the success of a project.
The Environment in Which Projects Operate

OVERVIEW:

• Projects exist and operate in environments that may have an influence on them these influences can
have a favorable or unfavorable impact on the project.

• Two major categories of influences are enterprise environmental factors (EEFs) and organizational
process assets (OPAs).
 Enterprise Environmental Factors

Enterprise environmental factors (EEFs) refer to conditions, not under the control of the project team, that
influence ,constrain, or direct the project. These conditions can be internal and/or external to the organization.

EEFS Internal To The Organization include :

• Organizational culture, structure, and governance.
• Geographic distribution of facilities and resources.
• Infrastructure.
• Information technology software.
• Resource availability.
• Employee capability.
External To The Organization include :
• Marketplace conditions.
• Social and cultural influences and issues.
• Legal restrictions.
• Commercial databases.
• Academic research.
• Government or industry standards.
• Financial considerations.
• Physical environmental elements.
Organizational Process Assets

• Organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge
bases specific to and used by the performing organization These assets influence the management of
the project.
 Organizational Process Assets

Processes , Policies, & Procedures :

Initiating and Planning:

• Guidelines and criteria for tailoring the organization’s set of standard processes and procedures to
satisfy the specific needs of the project.
• Specific organizational standards such as policies
• Product and project life cycles.
• Templates
• Preapproved supplier lists and various types of contractual agreements.
• Executing, Monitoring, and Controlling :
Change control procedures.
Traceability matrices .
Financial controls procedures
Issues and defect management procedures.
Resource availability control ad assignment management.
Organizational communication requirements
• Closing.
Project closure guidelines or requirements
 Organizational system

• Projects operate within the constraints imposed by the organization through their structure and
governance framework.

• To operate effectively and efficiently, the project manager needs to understand where responsibility,
accountability, and authority reside within the organization. This understanding will help the project
manager effectively use his or her power, influence, competence, leadership, and political capabilities
to successfully complete the project.
 Organizational system

The system factors include but are not limited to:

 Management elements
 Governance frameworks, and
 Organizational structure types.

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Organizational Structure Types
 Project Management Office

A project management office (PMO) is an organizational structure that standardizes the project-
related governance processes and facilitates the sharing of resources, methodologies, tools, and
techniques.

A PMO may have the authority to act as an integral stakeholder and a key decision maker
throughout the life of each
Project Management Office
project in order to keep it aligned with the business objectives. The PMO may:
• Make recommendations.
• Lead knowledge transfer.
• Terminate projects.
• Take other actions, as required.
 Project Management Office

A primary function of a PMO is to support project managers in a variety of ways, which may include
but are not
limited to:
Managing shared resources across all projects administered by the PMO.
 Identifying and developing project management methodology, best practices, and standards.
 Coaching, mentoring, training, and oversight.
 The Role Of The Project Manager

• OVERVIEW

• The project manager plays a critical role in the leadership of a project team in order to achieve the
project’s objectives.

• The role of a project manager may vary from organization to organization. Ultimately, the project
management role is tailored to fit the organization in the same way that the project management
processes are tailored to fit the project.
Definition Of a Project Manager
• The role of a project manager is distinct from that of a functional manager or operations manager.
Typically, the functional manager focuses on providing management oversight for a functional or
business unit.
Definition Operations managers
• are responsible for ensuring that business operations are efficient.
• The project manager is the person assigned by the performing organization to lead the team that is
responsible for achieving the project objectives .
 Project Manager Competences

• Technical project management. The knowledge, skills, and behaviors related to specific domains of project,
program, and portfolio management. The technical aspects of performing one’s role.

• Leadership. The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an
organization achieve its business goals.

• Strategic and business management. The knowledge of and expertise in the industry and organization that
enhanced performance and better delivers business outcomes
 Qualities And Skills Of a leader

• Dealing with people.

• Should study people’s behaviors and motivations.
• Research shows that the qualities and skills of a leader include but are not limited to:
• Being a visionary Being optimistic and positive.
• Being collaborative.
• Managing relationships and conflict by.
• Building trust.
• Satisfying concerns.
 Qualities And Skills Of a leader
• Seeking consensus.
• Balancing competing and opposing goals.
• Applying persuasion, negotiation, compromise, and conflict resolution skills;
• Developing and nurturing personal and professional networks;
• Taking a long-term view that relationships are just as important as the project; and
• Continuously developing and applying political acumen.
 Qualities And Skills Of a leader
Communicating by:
• Spending sufficient time communicating (research shows that top project managers spend about 90% of
• their time on a project in communicating);
• Managing expectations;
• Accepting feedback graciously;
• Giving feedback constructively; and
• Asking and listening.
• Being respectful (helping others retain their autonomy), courteous, friendly, kind, honest, trustworthy, loyal, and
ethical;
• Exhibiting integrity and being culturally sensitive, courageous, a problem solver, and decisive;
 Comparison Of Leadership And Management
• The words leadership and management are often used interchangeably. However, they are not
synonymous.

• The word management is more closely associated with directing another person to get from one point
to another using a known set of expected behaviors. In contrast

• leadership involves working with others through discussion or debate in order to guide them from one
point to another.
 PERSONALITY

• Personality refers to the individual differences in characteristic patterns of thinking, feeling, and
behaving. Personality
• characteristics or traits include but are not limited to: Authentic (e.g., accepts others for what and who
they are, show open concern)
• Courteous (e.g., ability to apply appropriate behavior and etiquette)
• Creative (e.g., ability to think abstractly, to see things differently, to innovate)
• Cultural (e.g., measure of sensitivity to other cultures including values, norms, and beliefs)
 PERSONALITY
• Emotional (e.g., ability to perceive emotions and the information they present and to manage them;
measure of interpersonal skills)
• Intellectual (e.g., measure of human intelligence over multiple aptitudes)
• Managerial (e.g., measure of management practice and potential)
• Political (e.g., measure of political intelligence and making things happen)
• Service-oriented (e.g., evidence of willingness to serve other people)
• Social (e.g., ability to understand and manage people)
• Systemic (e.g., drive to understand and build systems).