PMI or Project Management Institute is a not-for profit organization that advances the project management proffesion through globally

recognized standards and certifications, collaborative communities, an extensive research program, and professional development opportunities. (PMI, n.d.) Project Management Body of Knowledge (PMBOK) is a collection of processes and knowledge areas generally accepted as best practice within the project management discipline. (Haughey, 2010) (Duncan, 1996) Introduction y Founded in 1969 on the premise that there were management practices that were common to projects in application areas as diverse as construction and pharmaceuticals y By 1976, the idea that such common practices might be documented as standards began to be wildly discussed and it was not until 1981 y On 1981, PMI Board approved a project to develop the procedures and concepts necessary to support the profession of project management y The proposal focuses on 3 areas: ethics, standards, and accreditation. Because of this, the group in charge of doing the project was known as The Ethics, Standards, and Accreditation Management Group or ESA. y ESA Management Groups consists of the following individuals: o Charles E. Oliver o Matthew H. Parry, Chair o William H. Robinson o David C. Aird o Douglas J. Ronson o Frederick R. Fisher o Paul Sims o David Haeney o Eric W. Smythe o Harvey Kolodney Initial Development y Ethics statement was developed and submitted by a committee in Washington, D.C., chaired by Lew Ireland y Time Management statement was developed through extensive meetings of a group in Southern Ontario, including Dave MacDonald, Dave Norman, Bob Spence, Bob Hall, and Matt Parry y Cost Management statement was developed through extensive meetings within the cost department of Stelco under the direction of Dave Haeney and larry Harrison y By August of 1983, the results of the project were published in the Project Management Journal y On 1984, the project was updated with the theme to capture the knowledge applied to project management within the existing ESA framework. This was published on August 1986 at Project Management Journal First Update 1986-87 y The second revised standard-related project added three new sections namely: Project Management Framework, Risk Management, and Contract/Procurement Management. y The contributos of this version were: o R. Max Wideman, Chair (during o Richard Cockfield development) o Peggy Day o John R. Adams, Chair(when o William Dixon o Peter C. Georgas issued o Shirl Holingsworth o Joseph R. Beck o William Kane o Peter Bibbes o Colin Morris o Jim Blethen

o o o o

Joe Muhlberger Philip Numm Pat Patrick David Pym

o o o o

Linn C. Struckenbruck Goerge Vallance Larry C. Woolslager Shakir Zuberi

Second Update 1996 y It was then updated a third time based on the comments received from the members who applied the standard. This was the 1996 edition. y The revised document was developed over several years through a series of widely circulated working drafts and through workshops at the PMI Seminar/Symposia in Dallas, Pittsburgh, and San Diego. y As of now, the PMBOK which has 5 process groups and 9 knowledge skills have reduced the subprocesses from 44 to 42. As of now, the PMBOK is now on its 4th Edition Journal Reviews for PMBOK (G. Themistocleous, S.H. Wearne) y The topics used and needed in the management of projects are the subject of on-going research by the UMIST Centre for Research in the Management of Projects. That research is being funded by the Association for Project Management (APM) and six leading UK companies. Some of the journals used in making the Body of Knowledge were the International Journal of Project Management (IJPM) from 1984 to 1998 and recent published journals in PMI s Project Management Journal (PMJ) The IJPM was selected for the main attention in our survey as it is the leading world journal on project management. It is ``devoted to the publication of articles which advance knowledge of the practical and theoretical aspects of project management . . . to provide a focus for worldwide expertise . . . across the full range of industries and technologies . . .'' The PMJ was selected for some comparisons as its sponsor, the PMI, is the largest national project management society and has groups of members (`chapters') outside the U.S.A. The coverage of the 44 topics in papers in the IJPM was surveyed from 1984, after its first year of publication. For the PMJ data available was used on the papers published in it from 1990. Journals are not the only source of reading on project management. Conference papers tend to be shorter and more immediately attractive to industrial readers, but they are less accessible and tend to date faster. Textbooks, other guides and courses provide the theories and techniques.

y y y

Reference: G. Themistocleous, S.H. Wearne. (2000). Project management topic coverage in journals. Retrieved on January 26, 2012 from http://www.sciencedirect.com/science/article/pii/S0263786399000307.

Here are some of the topics taken from IJPM:

Taken from: G. Themistocleous & S.H. Wearne s Project management topic coverage in journals The first column of data displayed in Table 1 shows the resulting data on the attention given to the 44 topics covered in the 538 papers published in the IJPM from 1984 to 1998. The last three columns show how the attention to the 44 topics in the IJPM has changed over three five-year periods.
PMBOK 4th Edition: Process ChartInitiation Integration 4.1 Develop Project Charter 4.2 Develop Project Management Plan 5.1 Collect Requirements 5.2 Define Scope 5.3 Create Work Breakdown Structure (WBS) 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule 7.1 Estimate Costs 7.2 Determine Budget 8.1 Plan Quality 8.2 Perform Quality Assurance 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10.3 Distribute Information 10.4 Manage Stakeholder Expectations 10.5 Report Performance 4.3 Direct & Manage Project Execution Planning Executing Monitorin and Controlling Closing 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 5.4 Verify Scope 5.5 Control Scope 4.6 Close Project or Phase

Scope

Time

6.6 Control Schedule

Cost Quality

7.3 Control Costs 8.3 Perform Quality Control

HR

9.1 Develop Human Resources Plan

Communications

10.1 Identify Stakeholders

10.2 Plan Communications

Risk

11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12.1 Plan Procurements 12.2 Conduct Procurements

11.6 Monitor and Control Risks

Procurement

12.3 Administer Procurements

12.4 Close Procurements

Duncan, William R. (1996). A Guide to the Project Management Body of Knowledge. Retrieved on January 18, 2012 from http://www.unipi.gr/akad_tmhm/biom_dioik_tech/files/pmbok.pdf. pp. 139-140 Haughey, Duncan. (2010). PMBOK. Retrieved on January 18, 2012 from http://www.projectsmart.co.uk/pdf/pmbok.pdf PMI. (n.d.). What is PMI? Retrieved on January 18, 2012 from http://www.pmi.org/en/AboutUs/About-Us-What-is-PMI.aspx