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Pmbok 5th edition pdf

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A guide to the project management body of knowledge (PMBOK® guide) ed. p. cm. Includes biobliographical references and index. ISBN Pmbok 5th Edition - Download as PDF File .pdf), Text File .txt) or view presentation slides online. Pmbok 5th Edition. The new PMBOK Guide 5th Edition has been published on December 31st That requires a full version of PDF Reader or Adobe Acrobat.


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Library of Congress Cataloging-in-Publication Data. A guide to the project management body of knowledge (PMBOK® guide). -- Fifth edition. Your Money or Your Life! The Tyranny of Global Finance. Translated by Raghu Krishnan with the collaboration of Vicki Br. 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.

Gidado Dalibi. Individual projects that are either within or outside of a program are still considered part of a portfolio. Start-to-finish SF. The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project. Rochdi Bahiri. Overall project risk represents the effect of uncertainty on the project as a whole.

The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project. The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project. The key benefit of this process is that it provides guidance and direction on how the project costs will be managed throughout the project.

The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders. The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders. The key benefit of this process is that it ensures an optimal information flow among all communication participants at any moment in time.

Chapter 13 Project Stakeholder Management The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders. The key benefit of the process that it provides a clear. The key benefit of this process is that it allows the project manager to increase support and minimize resistance.

Pdf pmbok 5th edition

The key benefit of the process is that it will maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment and its environment changes.

Pmbok 5th Edition Uploaded by rastareaper. Flag for inappropriate content. Related titles. Jump to Page. In the norming stage, the leader should adopt a participative style of leadership.

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.

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.

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.

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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.

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. Project Management Process Groups Planning Process Group 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.

Project Management Process Groups Executing Process Group 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. Project Management Process Groups Executing Process Group 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. Project Management Process Groups Monitoring and Controlling Process Group 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: 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: 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. T he Knowledge Areas are: Project Integration Management, I 2.

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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 Project Stakeholder Management. 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. 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.

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Direct and Manage 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.

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.

PMBOK 5TH Edition

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. Validate Scope— The process of formalizing acceptance of the completed project deliverables.

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Control Scope— The process of monitoring the status of the project and product scope and managing changes to the scope baseline. 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 logical relationship in which a successor activity cannot start until a predecessor activity has finished. 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. 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.

Pmbok 5th Edition

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. The first security guard shift successor cannot finish until the second security guard shift predecessor starts. 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.

Project Quality Management works to ensure that the project requirements, including product requirements, are met and validated. It is not enough to do your best; you must know what to do, and W. 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.

Method process 3. Material Includes Raw Material and Information etc. Measurement Inspection 6.

Surroundings, Suppliers, Systems, Skills. Poor supervision will result in negative quality effects on the finished product e. Building etc. The project team is comprised of the people with assigned roles and responsibilities for completing the project.