Project Management Body of Knowledge P M

MODULE 2: PROJECT MANAGEMENT BODY OF
KNOWLEDGE. P M B O K 5TH Edition
By G
TE
OF
N
QU
AN
Salisu, Gidado Dalibi O

TI
U
IAN INS TI T
TY
I
SU RVEYO
Q
Department of Quantity Surveying, Abubakar Tafawa Balewa University (ATBU) Bauchi.
Research-Dimensions-Directions -Development-and-Software-Simulations-for- M
ER
RS
I G
N
S Sustainability (Re3D3S)
Partner, Project-Procurement-Consultants (PPC).
B
1969
E-mail: salgidos@yahoo.com
N Being a PM Training module Presented at the Nigerian Institute of
I Quantity Surveyors (NIQS) Training Workshop in Gombe, Gombe

State.
E
The e: Project Ma age e t:
Q Pri ciples & Fu da e tals . 2016
S
National Training Workshop 11-12th August, 2016 1
MODULE 2:
PROJECT MANAGEMENT BODY OF KNOWLEDGE.
PMBOK 5TH EDITION (published 2013 - 2016).
2
MODULE 2:
PMBOK 5TH EDITION (published 2013 -2016).
Learning Objectives
PM body of knowledge
PM frame work
PM in different Organizations and Organizational structures
Projects, Programs & Portfolio management.
Processes and Phases of a Project
The 9+1 Knowledge Areas
Phases of Project Vs. The Knowledge Areas.
P M B O K 5TH EDITION
The acceptance of project management as a profession

indicates that the application of knowledge, processes,
skills, tools, and techniques can have a significant impact
on project success.
The PMBOK® Guide identifies that subset of the project

management body of knowledge that is generally
recognized as good practice.
Ge erally recognized means the knowledge and practices

described are applicable to most projects most of the time,
and there is consensus about their value and usefulness.
PMBOK 5TH EDITION
Good pra ti e means there is general agreement that the

application of the knowledge, skills, tools, and techniques can
enhance the chances of success over many projects.
Good pra ti e does not mean that the knowledge described should
always be applied uniformly to all projects; the organization and/or
project management team is responsible for determining what is
appropriate for any given project.
The PMBOK® Guide also provides and promotes a common

vocabulary within the project management profession for using and
applying project management concepts. A common vocabulary is an
essential element of a professional discipline.
P M B O K 5TH EDITION
When interacting with any stakeholder, practitioners

should be committed to honest, responsible, fair practices
and respectful dealings. Acceptance of the code is
essential for project managers, and is a requirement for
the following PMI® exams:
• Certified Associate in Project Management (CAPM)®

• Project Management Professional (PMP)®
• Program Management Professional (PgMP)®
• PMI Agile Certified Practitioner (PMI-ACP)
• PMI Risk Management Professional (PMI-RMP)®
• PMI Scheduling Professional (PMI-SP)®
PMBOK 5TH EDITION (published 2013 -2016).
The Relationships Among Portfolios, Programs, and Projects

The relationship among portfolios, programs, and projects is such
that a portfolio refers to a collection of projects, programs, sub-
portfolios, and operations managed as a group to achieve strategic
objectives.
Programs are comprised of subprograms, projects, or other work

that are managed in a coordinated fashion in support of the
portfolio.
Individual projects that are either within or outside of a program are

still considered part of a portfolio. Although the projects or programs
within the portfolio may not necessarily be interdependent or
directly related, they are linked to the orga izatio s strategic plan by
means of the orga izatio s portfolio.
Portfolio, Program, and Project Management Interactions
Relationships Among Portfolio Management, Program
Management, Project Management, and Organizational
Project Management
In order to understand portfolio, program, and project management,
it is important to recognize the similarities and differences among
these disciplines.
It is also helpful to understand how they relate to organizational

project management (OPM).
OPM is a strategy execution framework utilizing project, program,

and portfolio management as well as organizational enabling
practices to consistently and predictably deliver organizational
strategy producing better performance, better results, and a
sustainable competitive advantage.
Project Management
Portfolio, program, and project management are aligned with or

driven by organizational strategies.
Conversely, portfolio, program, and project management differ in

the way each contributes to the achievement of strategic goals.
Portfolio management aligns with organizational strategies by

selecting the right programs or projects, prioritizing the work, and
providing the needed resources, whereas program management
harmonizes its projects and program components and controls
interdependencies in order to realize specified benefits.
Project Management
Project management develops and implements plans to achieve a
specific scope that is driven by the objectives of the program or
portfolio it is subjected to and, ultimately, to organizational
strategies.
OPM advances organizational capability by linking project, program,

and portfolio management principles and practices with
organizational enablers (e.g. structural, cultural, technological, and
human resource practices) to support strategic goals.
Comparative Overview of Project, Program, and Portfolio Management
Projects and Strategic Planning
Market demand
Strategic opportunity/business need
Social need
Environmental consideration
Customer request
Technological advance
Legal requirement
P E S T + E L MODEL
PROJECT MANAGEMENT OFFICE (PMO)
A project management office (PMO) is a management
structure that standardizes the project-related governance
processes and facilitates the sharing of resources,
methodologies, tools, and techniques.
The responsibilities of a PMO can range from providing

project management support functions to actually being
responsible for the direct management of one or more
projects.
PMO can be:

Supportive.
Controlling.
Directive.
PROJECT MANAGEMENT OFFICE (PMO)
The PMO integrates data and information from corporate

strategic projects and evaluates how higher level strategic
objectives are being fulfilled.
The PMO is the natural liaison between the orga izatio s

portfolios, programs, projects, and the corporate
measurement systems (e.g. balanced scorecard).
Organizational Influences on Project Management
An orga izatio s culture, style, and structure influence how its
projects are performed. The orga izatio s level of project
management maturity and its project management systems can also
influence the project.
When a project involves external entities such as those that are part
of a joint venture or partnering agreement, the project will be
influenced by more than one organization.
Organizational structure is an enterprise environmental factor,

which can affect the availability of resources and influence how
projects are conducted.
Organizational structures range from functional to projectized, with

a variety of matrix structures in between.
Functional Organization
Weak Matrix Organization

Balanced Matrix Organization

Strong Matrix Organization

Projectized Organization
Composite Organization
Organizational Influences on Project Management –
Project Stakeholders
Stakeholders include all members of the project team as well as

all interested entities that are internal or external to the
organization.
The project team identifies internal and external, positive and

negative, and performing and advising stakeholders in order to
determine the project requirements and the expectations of all
parties involved.
The project manager should manage the influences of these

various stakeholders in relation to the project requirements to
ensure a successful outcome.
The Relationship Between Stakeholders and the Project

Stakeholders have varying levels of responsibility and authority
when participating on a project.
Stakeholder identification is a continuous process throughout

the entire project life cycle.
Identifying stakeholders, understanding their relative degree of

influence on a project, and balancing their demands, needs, and
expectations are critical to the success of the project.
Failure to do so can lead to delays, cost increases, unexpected

issues, and other negative consequences including project
cancellation.
Project Team
Project Team
The project team includes the project
manager and the group of individuals who act
together in performing the work of the
project to achieve its objectives.
This team is comprised of individuals from

different groups with specific subject matter
knowledge or with a specific skill set to carry
out the work of the project.
The structure and characteristics of a project

team can vary widely, but one constant is the
project a ager s role as the leader of the
team, regardless of what authority the project
manager may have over its members.
Project Team Development - Adopt Fo S No P Strategy
The most popular terms for the stages of team development
are:
Forming
Storming
Norming
Performing
Project Team Development - Adopt Fo S No P Strategy
F o r m i n g : A directive style of leadership is called for when a team

is in the forming stage.
S t o r m i n g : A selling or influence style of leadership is appropriate

at the storming stage.
N o r m i n g : In the norming stage, the leader should adopt a

participative style of leadership.
P e r f o r m i n g : Delegative leadership is the proper style in the

performing stage of a tea s development. Note that delegative
does not mean abdication!
Characteristics of the Project Life Cycle
Projects vary in size and complexity. All projects can be mapped to the
following generic life cycle structure. These includes Starting the project,
Organizing and preparing, Carrying out the project work, and Closing
the project.
Characteristics of the Project Life Cycle
Project Management Process Groups
Project management is the application of knowledge, skills,

tools, and techniques to project activities to meet the project
requirements.
This application of knowledge requires the effective

management of the project management processes.
A process is a set of interrelated actions and activities

performed to create a pre-specified product, service, or result.
Each process is characterized by its inputs, the tools and

techniques that can be applied, and the resulting outputs.
Project Management Process Groups are linked by the outputs which
are produced. The Process Groups are seldom either discrete or one-
time events; they are overlapping activities that occur throughout the
project.
The output of one process generally becomes an input to another

process or is a deliverable of the project, subproject, or project
phase. Deliverables at the subproject or project level may be called
incremental deliverables.
The Planning Process Group provides the Executing Process Group

with the project management plan and project documents, and, as
the project progresses, it often creates updates to the project
management plan and the project documents.
Process Groups Interact in a Phase or Project

A phase may emphasize processes from a particular Project
Management Process Group, but it is likely that most or all processes
will be executed in some form in each phase.
The Initiating Process Group,
Planning Process Group
Executing Process Group
Monitoring and Controlling Process Group
Closing Process Group
The Initiating Process Group,
The Initiating Process Group consists of those processes

performed to define a new project or a new phase of an existing
project by obtaining authorization to start the project or phase.
Within the Initiating processes, the initial scope is defined and initial
financial resources are committed.
Internal and external stakeholders who will interact and influence the
overall outcome of the project are identified. If not already assigned,
the project manager will be selected.
The Planning Process Group consists of those processes performed to
establish the total scope of the effort, define and refine the
objectives, and develop the course of action required to attain those
objectives.
The Planning processes develop the project management plan and

the project documents that will be used to carry out the project.
The complex nature of project management may require the use of

repeated feedback loops for additional analysis.
As more project information or characteristics are gathered and

understood, additional planning will likely be required.
The Executing Process Group consists of those processes performed
to complete the work defined in the project management plan to
satisfy the project specifications.
This Process Group involves coordinating people and resources,

managing stakeholder expectations, as well as integrating and
performing the activities of the project in accordance with the
project management plan.
During project execution, results may require planning updates and

rebaselining.

This may include changes to expected activity
durations, changes in resource productivity and
availability, and unanticipated risks.
Such variances may affect the project management

plan or project documents and may require detailed
analysis and development of appropriate project
management responses.
The Monitoring and Controlling Process Group consists of those
processes required to track, review, and orchestrate the progress and
performance of the project; identify any areas in which changes to
the plan are required; and initiate the corresponding changes.
The key benefit of this Process Group is that project performance is

measured and analyzed at regular intervals, appropriate events, or
exception conditions to identify variances from the project
management plan.
The Monitoring and Controlling Process Group also involves:

Controlling changes and recommending corrective or preventive
action in anticipation of possible problems, Monitoring the ongoing
project activities against the project management plan
The Closing Process Group consists of those processes performed to

conclude all activities across all Project Management Process Groups
to formally complete the project, phase, or contractual obligations.
This Process Group, when completed, verifies that the defined

processes are completed within all of the Process Groups to close the
project or a project phase, as appropriate, and formally establishes
that the project or project phase is complete.
This Process Group also formally establishes the premature closure of

the project. Prematurely closed projects may include, for example:
aborted projects, cancelled projects, and projects having a critical
situation.
Project Management Process Groups & Knowledge Areas
Role of the Knowledge Areas
There are 47 project management processes identified in the

PMBOK® Guide are further grouped into ten separate Knowledge
Areas.
A Knowledge Area represents a complete set of concepts, terms, and

activities that make up a professional field, project management
field, or area of specialization.
These ten Knowledge Areas are used on most projects most of the
time.
Project teams should utilize these ten Knowledge Areas and other
Knowledge Areas, as appropriate, for their specific project.
Role of the Knowledge Areas: T he Knowledge Areas are:
1. Project Integration Management, I

2. Project Scope Management, S
3. Project Time Management, Ti
4. Project Cost Management Co
5. Project Quality Management, Q
6. Project Human Resource Management, Hu
7. Project Communications Management, Co
8. Project Risk Management, R
9. Project Procurement Management and P
10. Project Stakeholder Management. S
Each Knowledge Area within the PMBOK® Guide is contained in a

separate section.
Project Management Process Group and Knowledge Area Mapping


1. PROJECT INTEGRATION MANAGEMENT - 6 processes
Project Integration Management includes the processes and activities
to identify, define, combine, unify, and coordinate the various
processes and project management activities within the Project
Management Process Groups.
In the project management context, integration includes

characteristics of unification, consolidation, communication, and
integrative actions that are crucial to controlled project execution
through completion, successfully managing stakeholder expectations,
and meeting requirements.
Project Integration Management includes making choices about

resource allocation, making trade-offs among competing objectives
and alternatives, and managing the interdependencies among the
project management Knowledge Areas.
PROJECT INTEGRATION MANAGEMENT
Develop Project Charter: The process of developing a document

that formally authorizes the existence of a project and provides the
project manager with the authority to apply organizational resources to
project activities.
Develop Project Management Plan: The process of defining,

preparing, and coordinating all subsidiary plans and integrating them
into a comprehensive project management plan. The proje t s
integrated baselines and subsidiary plans may be included within the
project management plan.
Direct and Manage Project Work: The process of leading and

performing the work defined in the project management plan and
implementing approved changes to achieve the proje t s objectives
PROJECT INTEGRATION MANAGEMENT
Monitor and Control Project Work: The process of tracking,

reviewing, and reporting project progress against the
performance objectives defined in the project management
plan.
Perform Integrated Change Control: The process of reviewing

all change requests; approving changes and managing
changes to deliverables, organizational process assets, project
documents, and the project management plan; and
communicating their disposition.
PROJECT SCOPE MANAGEMENT – 6processes
Project Scope Management includes the processes required to
ensure that the project includes all the work required, and
only the work required, to complete the project successfully.
Managing the project scope is primarily concerned with

defining and controlling what is and is not included in the
project.
The processes used to manage project scope, as well as the

supporting tools and techniques, can vary by project.
The scope baseline for the project is the approved version of

the project scope statement, work breakdown structure
(WBS), and its associated WBS dictionary.
PROJECT SCOPE MANAGEMENT
Plan Scope Management— The process of creating a scope
management plan that documents how the project scope
will be defined, validated, and controlled.
Collect Requirements— The process of determining,

documenting, and managing stakeholder needs and
requirements to meet project objectives.
Define Scope— The process of developing a detailed

description of the project and product.
PROJECT SCOPE MANAGEMENT
Create WBS— The process of subdividing project

deliverables and project work into smaller, more manageable
components.
Validate Scope— The process of formalizing acceptance of

the completed project deliverables.
Control Scope— The process of monitoring the status of the

project and product scope and managing
changes to the scope baseline.
PROJECT TIME MANAGEMENT
Project Time Management includes the processes required to

manage the timely completion of the project.
Distinguishing the project schedule presentation (schedule)

from the schedule data and calculations that produce the
project schedule is practiced by referring to the scheduling
tool populated with project data as the schedule model.
A schedule model is a representation of the plan for executing

the proje t s activities including durations, dependencies, and
other planning information, used to produce project schedules
along with other scheduling artifacts.
Plan Schedule Management—The process of establishing the

policies, procedures, and documentation for planning,
developing, managing, executing, and controlling the project
schedule.
Define Activities—The process of identifying and

documenting the specific actions to be performed to
produce the project deliverables.
Sequence Activities—The process of identifying and

documenting relationships among the project
activities.
Finish-to-start (FS). A logical relationship in which a successor activity cannot

start until a predecessor activity has finished. Example: The awards ceremony
(successor) cannot start until the race (predecessor) has finished.
Finish-to-finish (FF). A logical relationship in which a successor activity cannot

finish until a predecessor activity has finished. Example: Writing a document
(predecessor) is required to finish before editing the document (successor) can
finish.
Start-to-start (SS). A logical relationship in which a successor activity cannot

start until a predecessor activity has started. Example: Level concrete
(successor) cannot begin until pour foundation (predecessor) begins.
Start-to-finish (SF). A logical relationship in which a successor activity cannot

finish until a predecessor activity has started. Example: The first security guard
shift (successor) cannot finish until the second security guard shift
(predecessor) starts.
Estimate Activity Resources—The process of estimating the

type and quantities of material, human resources,
equipment, or supplies required to perform each activity.
Estimate Activity Durations—The process of estimating the

number of work periods needed to complete individual
activities with estimated resources.
Develop Schedule— The process of analyzing activity

sequences, durations, resource requirements, and schedule
constraints to create the project schedule model.
Control Schedule—The process of monitoring the status of
project activities to update project progress and manage
changes to the schedule baseline to achieve the plan.
PROJECT COST MANAGEMENT
Project Cost Management includes the processes

involved in
Planning,
Estimating,
Budgeting,
Financing,
Funding,
Managing, and
Controlling costs so that the project can be
completed within the approved budget.
Project Cost Management should consider the stakeholder
requirements for managing costs. Different stakeholders will
measure project costs in different ways and at different times.
Project Cost Management is primarily concerned with the cost

of the resources needed to complete project activities.
Project Cost Management should also consider the effect of

project decisions on the subsequent recurring cost of using,
maintaining, and supporting the product, service, or result of
the project.
In many organizations, predicting and analyzing the

prospective financial performance of the proje t s product is
performed outside of the project.
Plan Cost Management— The process that establishes the
policies, procedures, and documentation for planning,
managing, expending, and controlling project costs.
Estimate Costs— The process of developing an
approximation of the monetary resources needed to
complete project activities.
Determine Budget— The process of aggregating the

estimated costs of individual activities or work packages to
establish an authorized cost baseline.
Control Costs— The process of monitoring the status of the

project to update the project costs and managing changes
to the cost baseline.
EARNED VALUE MANAGEMENT

PROJECT QUALITY MANAGEMENT - Q ( P A C )
Project Quality Management includes the processes and activities of
the performing organization that determine quality policies,
objectives, and responsibilities so that the project will satisfy the
needs for which it was undertaken.
Project Quality Management uses policies and procedures to

implement, within the proje t s context, the orga izatio s quality
management system and, as appropriate, it supports continuous
process improvement activities as undertaken on behalf of the
performing organization.
Project Quality Management works to ensure that the project

requirements, including product requirements, are met and
validated.
Plan Quality Management— The process of identifying
quality requirements and/or standards for the project and its
deliverables and documenting how the project will
demonstrate compliance with quality requirements.
Perform Quality Assurance— The process of auditing the
quality requirements and the results from quality control
measurements to ensure that appropriate quality standards
and Operational definitions are used.
Control Quality— The process of monitoring and recording
results of executing the quality activities to assess
performance and recommend necessary changes.
DEMING S CYCLE FOR QUALITY
Quality is e eryo e s responsibility.
You cannot manage what you do t

measure.
It is not enough to do your best;

you must know what to do, and
W. Edward Deming
1900 - 1993 then do your best
DEMING “ CYCLE FOR QUALITY
Deming (1986) was an advocate of continuous quality
improvement known as The Deming Cycle or
Plan-Do-Check-Act (PDCA)
KAORU ISHIKAWA
Causes and Effects Diagram / Concept
Graphical illustration
Fish-bone Diagram
1915 -1989 M s+E or Ms or M s

Causes should be specific, measurable, and controllable.
A Cause-and-Effect Diagram is a tool that helps identify,
sort, and display possible causes of a specific problem or
quality characteristic.
It graphically illustrates the relationship between a given
outcome and all the factors that influence the outcome.
KAORU ISHIKAWA
1. Machine (technology) 6M s + E
2. Method (process)
3. Material (Includes Raw Material and Information etc.) or
4. Man Power (physical work)/Mind Power (brain work) 7Ms
5. Measurement (Inspection)
6. Management/Money Power or
7. Milieu/Mother Nature/Environment
1915 -1989 8M s
8. Maintenance
The 8P's (used in marketing) which include: Product/Service, Price,

Place, Promotion, People/personnel, Process, Physical Evidence,
Publicity
The 4 S's (used in service industry) which include: Surroundings,
Suppliers, Systems, Skills.
The 4 Ps – which include, Places, Procedures, People, Politics
LITERATURE REVIEW – KAORU ISHIKAWA
The human aspect (Man & Management) in supervision

comes into play in the adherence to the method, material,
machine used, measurement and maintenance brings about the
effects. Poor supervision will result in negative quality effects on
the finished product (e.g. Building etc.).
VILFREDO PARETO
The Pareto principle (also known as
the 80–20 rule, is the law of the vital
few, and the principle of factor
scarcity), states that, for many
events, roughly 80% of the effects
1848 - 1923 come from 20% of the causes.
More than 80% of the population are governed by less than
20% of same population.
About 80% of the government funds are spent on the 20%
of the state population (go t workers).
LITERATURE REVIEW – VILFREDO PARETO
More tha 0% of the orld s ealth is o y less tha
20% of the orld s populatio .
More than 80% of the bad reputation and image of Nigeria

are caused by less than 20% of Nigerians.
80% of injuries and accidents are due to 20% of hazards.
All QSRBN & NIQS events are attended by about 20% of its
members (and students) with 80% in absenteeism.
80% of Quality problems in construction projects can be

attributed to 20% of Quality negligences or causes.
PROJECT HUMAN RESOURCE MANAGEMENT
Project Human Resource Management includes the

processes that organize, manage, and lead the project
team.
The project team is comprised of the people with

assigned roles and responsibilities for completing the
project.
Project team members may have varied skill sets, may

be assigned full or part-time, and may be added or
removed from the team as the project progresses.
Project team members may also be referred to as the
proje t s staff.
Although specific roles and responsibilities for the project

team members are assigned, the involvement of all team
members in project planning and decision making is
beneficial.
Participation of team members during planning adds their

expertise to the process and strengthens their commitment
to the project.
Plan Human Resource Management— The process of
identifying and documenting project roles, responsibilities,
required skills, reporting relationships, and creating a staffing
management plan.
Acquire Project Team— The process of confirming human
resource availability and obtaining the team necessary to
complete project activities.
Develop Project Team— The process of improving
competencies, team member interaction, and overall team
environment to enhance project performance.
Manage Project Team— The process of tracking team
member performance, providing feedback, resolving issues,
and managing changes to optimize project performance.
Project Team - Adopt Fo S No P + A Strategy
The most popular terms for the stages of team development
are:
Forming
Storming
Norming
Performing
Adjourning
PROJECT COMMUNICATIONS MANAGEMENT
Project Communications Management includes the
processes that are required to ensure :
Timely and appropriate planning,
Collection,
Creation,
Distribution,
Storage,
Retrieval,
Management,
Control,
Monitoring, and the
Ultimate disposition of project information.
Project managers spend most of their time communicating
with team members and other project stakeholders,
whether they are internal (at all organizational levels) or
external to the organization.
Effective communication creates a bridge between diverse
stakeholders who may have:
Different cultural and organizational backgrounds,
Different levels of expertise, and
Different perspectives and interests,
which impact or have an influence upon the project execution

or outcome.
Plan Communications Management— The process of
developing an appropriate approach and plan for project
communications based on stakeholder s information needs
and requirements, and available organizational assets.
Manage Communications— The process of creating,
collecting, distributing, storing, retrieving and the ultimate
disposition of project information in accordance with the
communications management plan.
CONTROL COMMUNICATIONS— The process of monitoring and
controlling communications throughout the entire project life
cycle to ensure the information needs of the project stakeholders
are met.
PROJECT RISK MANAGEMENT
Project Risk Management includes the processes of

conducting risk management planning, identification,
analysis, response planning, and controlling risk on a project.
The objectives of project risk management are to increase

the likelihood and impact of positive events, and decrease
the likelihood and impact of negative events in the project.
Plan Risk Management— The process of defining how to
conduct risk management activities for a project.
Identify Risks— The process of determining which risks may affect the
project and documenting their characteristics.
Perform Qualitative Risk Analysis—The process of
prioritizing risks for further analysis or action by assessing
and combining their probability of occurrence and impact.
Perform Quantitative Risk Analysis— The process of
numerically analyzing the effect of identified risks on overall
project objectives.
Plan Risk Responses— The process of developing options and
actions to enhance opportunities and to reduce threats to project
objectives.
Control Risks— The process of implementing risk response
plans, tracking identified risks, monitoring residual risks,
identifying new risks, and evaluating risk process
effectiveness throughout the project.
Project risk is an uncertain event or condition that, if it occurs, has a
positive or negative effect on one or more project objectives such as scope,
schedule, cost, and quality.
A risk may have one or more causes and, if it occurs, it may have one or
more impacts. A cause may be a given or potential requirement,
assumption, constraint, or condition that creates the possibility of negative
or positive outcomes.
Project risk has its origins in the uncertainty present in all projects. Known
risks are those that have been identified and analyzed, making it possible to
plan responses for those risks. Known risks that cannot be managed
proactively, should be assigned a contingency reserve.
Unknown risks cannot be managed proactively and therefore may be

assigned a management reserve. A negative project risk that has occurred is
considered an issue.
Individual project risks are different from overall project

risk. Overall project risk represents the effect of uncertainty
on the project as a whole.
It is more than the sum of the individual risks within a

project, since it includes all sources of project uncertainty.
It represents the exposure of stakeholders to the

implications of variations in project outcome, both positive
and negative.
Organizations perceive risk as the effect of uncertainty on
projects and organizational objectives.
Organizations and stakeholders are willing to accept varying

degrees of risk depending on their risk attitude.
The risk attitudes of both the organization and the

stakeholders may be influenced by a number of factors, which
are broadly classified into three themes:
• Risk appetite,
• Risk tolerance,
• Risk threshold,
Risk appetite, which is the degree of uncertainty an entity
is willing to take on in anticipation of a reward.
Risk tolerance, which is the degree, amount, or volume of

risk that an organization or individual will withstand.
Risk threshold, which refers to measures along the level of

uncertainty or the level of impact at which a stakeholder
may have a specific interest. Below that risk threshold, the
organization will accept the risk.
Above that risk threshold, the organization will not

tolerate the risk.
PROJECT PROCUREMENT MANAGEMENT
Project Procurement Management includes the processes necessary
to purchase or acquire products, services, or results needed from
outside the project team. The organization can be either the buyer or
seller of the products, services, or results of a project.
Project Procurement Management includes the contract

management and change control processes required to develop and
administer contracts or purchase orders issued by authorized project
team members.
Project Procurement Management also includes controlling any

contract issued by an outside organization (the buyer) that is
acquiring deliverables from the project from the performing
organization (the seller), and administering contractual obligations
placed on the project team by the contract.
Plan Procurement Management— The process of
documenting project procurement decisions, specifying the
approach, and identifying potential sellers.
Conduct Procurements— The process of obtaining seller
responses, selecting a seller, and awarding a contract.
Control Procurements— The process of managing procurement
relationships, monitoring contract performance, and making
changes and corrections as appropriate.
Close Procurements— The process of completing each
project procurement
PROJECT STAKEHOLDER MANAGEMENT
Project stakeholder management includes the processes
required to 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.
Stakeholder management also focuses on
Continuous communication with stakeholders
To understand their needs and expectations,
Addressing issues as they occur,
Managing conflicting interests and
Fostering appropriate stakeholder
engagement in project decisions and
activities.
Stakeholder satisfaction should be managed as a

key project objective.
Example Power / Interest Grid with Stakeholders

Identify Stakeholders— The process of identifying the
people, groups, or organizations that could impact or be
impacted by a decision, activity, or outcome of the project;
and analyzing and documenting relevant information
regarding their interests, involvement, interdependencies,
influence, and potential impact on project success.
Plan Stakeholder Management— The process of developing
appropriate management strategies to effectively engage
stakeholders throughout the project life cycle, based on the
analysis of their needs, interests, and potential impact on
project success.
The engagement level of the stakeholders can be classified as follows:
• Unaware. Unaware of project and potential impacts.
• Resistant. Aware of project and potential impacts and resistant to change.
• Neutral. Aware of project yet neither supportive nor resistant.
• Supportive. Aware of project and potential impacts and supportive to change.
• Leading. Aware of project and potential impacts and actively engaged in ensuring
the Project is a success.
Stakeholders Engagement Assessment Matrix - (SEAM)

Manage Stakeholder Engagement— The process of
communicating and working with stakeholders to meet their
needs/expectations, address issues as they occur, and foster
appropriate stakeholder engagement in project activities throughout
the project life cycle.
Control Stakeholder Engagement— The process of
monitoring overall project stakeholder relationships and
adjusting strategies and plans for engaging stakeholders.
THE STANDARD FOR PROJECT MANAGEMENT
OF A PROJECT
A project is a temporary endeavor undertaken to create
A unique product,
Service, or
Result.
Project management is the application of

Knowledge,
Skills,
Tools, and
Techniques
To project activities to meet project requirements.
OF A PROJECT
Managing a project typically includes:
Identifying requirements;
Addressing the various needs, concerns, and expectations of the
stakeholders as the project is planned and carried out;
Setting and maintaining active communication with stakeholders;
and
• Bala i g the o peti g proje t o strai ts, hi h i lude, ut
are not limited to:
Scope,
Quality,
Schedule,
Budget,
Resources, and
Risks.
OF A PROJECT
What is a Standard?
The International Organization for Standardization (ISO) and others

define a standard as a Document approved by a recognized body,
that provides, for common and repeated use, rules, guidelines, or
characteristics for products, processes or services with which
compliance are not mandatory. (ISO 9453)
In October 1998, PMI was accredited as a standards developer by the
American National Standards Institute (ANSI).
The processes outlined in this Annex, which are described in the

PMBOK® Guide – Fifth Edition, provide the standard for project
management of a project.
THE STANDARD FOR PROJECT MANAGEMENT OF A
PROJECT
Framework for this Standard
Closing Process Initiating Process
PMBOK
Monitoring
and
Controlling Planning Process
Executing
OF A PROJECT
Initiating Process Group. Those processes performed to define
a new project or a new phase of an existing project by obtaining
authorization to start the project or phase.
Planning Process Group. Those processes required to establish

the scope of the project, refine the objectives, and define the
course of action required to attain the objectives that the project
was undertaken to achieve.
Executing Process Group. Those processes performed to

complete the work defined in the project management plan to
satisfy the project specifications.
OF A PROJECT
Monitoring and Controlling Process Group. Those
processes required to track, review, and regulate the
progress and performance of the project; identify any
areas in which changes to the plan are required; and
initiate the corresponding changes.
Closing Process Group. Those processes performed to

finalize all activities across all Process Groups to formally
close the project or phase.
Only a sound Project Management
Knowledge & its Standards can be
applicable in Projects without which
Project Failure is Imminent.
Any Person managing Project without

Sound PM Knowledge & Expertise is
making the project A Headless chicken
which after spewing blood all over will
just fall and D………….
127
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Please.

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MODULE 2: PROJECT MANAGEMENT BODY OF

KNOWLEDGE. P M B O K 5TH Edition

Salisu, Gidado Dalibi O

N Being a PM Training module Presented at the Nigerian Institute of

I Quantity Surveyors (NIQS) Training Workshop in Gombe, Gombe

The acceptance of project management as a profession

The PMBOK® Guide identifies that subset of the project

Ge erally recognized means the knowledge and practices

Good pra ti e means there is general agreement that the

The PMBOK® Guide also provides and promotes a common

When interacting with any stakeholder, practitioners

• Certified Associate in Project Management (CAPM)®

The Relationships Among Portfolios, Programs, and Projects

Programs are comprised of subprograms, projects, or other work

Individual projects that are either within or outside of a program are

It is also helpful to understand how they relate to organizational

OPM is a strategy execution framework utilizing project, program,

Portfolio, program, and project management are aligned with or

Conversely, portfolio, program, and project management differ in

Portfolio management aligns with organizational strategies by

OPM advances organizational capability by linking project, program,

The responsibilities of a PMO can range from providing

PMO can be:

The PMO integrates data and information from corporate

The PMO is the natural liaison between the orga izatio s

Organizational structure is an enterprise environmental factor,

Organizational structures range from functional to projectized, with

Weak Matrix Organization

Balanced Matrix Organization

Strong Matrix Organization

Stakeholders include all members of the project team as well as

The project team identifies internal and external, positive and

The project manager should manage the influences of these

The Relationship Between Stakeholders and the Project

Stakeholder identification is a continuous process throughout

Identifying stakeholders, understanding their relative degree of

Failure to do so can lead to delays, cost increases, unexpected

This team is comprised of individuals from

The structure and characteristics of a project

F o r m i n g : A directive style of leadership is called for when a team

S t o r m i n g : A selling or influence style of leadership is appropriate

N o r m i n g : In the norming stage, the leader should adopt a

P e r f o r m i n g : Delegative leadership is the proper style in the

Project management is the application of knowledge, skills,

This application of knowledge requires the effective

A process is a set of interrelated actions and activities

Each process is characterized by its inputs, the tools and

The output of one process generally becomes an input to another

The Planning Process Group provides the Executing Process Group

Process Groups Interact in a Phase or Project

The Initiating Process Group consists of those processes

The Planning processes develop the project management plan and

The complex nature of project management may require the use of

As more project information or characteristics are gathered and

This Process Group involves coordinating people and resources,

During project execution, results may require planning updates and

Executing Process Group

Such variances may affect the project management

The key benefit of this Process Group is that project performance is

The Monitoring and Controlling Process Group also involves:

The Closing Process Group consists of those processes performed to

This Process Group, when completed, verifies that the defined