understanding the project management body of knowledge (pmbok®) guide: transition from 3rd to 4th...
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A Guide To The
Project Management Body of Knowledge (PMBOK)
Significant Changes from the 3rd edition to the 4th edition
Major Changes
• The adoption of the verb-noun format for process names
• Amplification as to Enterprise Environmental Factors and Organizational Process Assets
• Clarifications as to the relationships between Corrective Actions, Preventative Actions, Defect Repairs, and Requested changes
• The elimination, addition, and consolidation of processes to tighten the logic of the process groups
• A division of the Project Management Plan documents from Project Documents that was unclear in the 3rd edition of the PMBOK
Major Changes (continued)
• The establishment of a distinction between the elements of a Project Charter from the Project Scope Statement
• The elimination of process flow diagrams that were often interpreted as activity diagrams rather than logical flows
• More emphasis on the logical connections between the processes (where outputs become inputs to follow-on processes)
• An appendix that is intended to emphasize the need for soft (interpersonal) skills
Name Changes
• PMBOK, 3rd edition– Verb-Noun Titles
• e.g., Create WBS; Develop Project Management Plan
– Noun-Verb Titles• e.g., Scope Planning; Cost Control
• PMBOK, 4th edition– All processes titled in Verb-Noun format
Verb-Noun Examples
• Old PMBOK– Activity Definition
– Activity Sequencing
– Activity Resource Estimating
– Activity Duration Estimating
– Cost Estimating
– Cost Budgeting
• New PMBOK– Define Activities
– Sequence Activities
– Estimate Activity Resources
– Estimate Activity Durations
– Estimate Costs
– Determine Budget
Enterprise Environmental Factors
• The Organization’s Enterprise Environmental factors and systems that influence the project’s success
– Culture, structure, processes– Government and Industry Standards– Infrastructure (existing facilities and equipment)– Existing Human Resources (skills, disciplines and knowledge)– Personnel Administration– Work authorization system– Marketplace conditions– Stakeholder Risk Tolerance– Political climate– Established communications channels– Commercial databases (e.g., standardized cost estimating data, industry risk
study information)– PMIS
6
Organizational Process Assets
7
• Processes and Procedures• Processes, policies, standardized guidelines, templates,
communication requirements, closure guidelines, financial controls, issue and defect management, risk management, and work authorization procedures
• Corporate Knowledge Base• Databases (process measurement, issues and defects,
configuration management, and financial), Project files, historical information
Change Requests, et al
• Corrective Actions
• Preventive Actions
• Defect Repairs
• Change Requests
Short-term actions
Long-term actions
Project Integration Management Inputs and Outputs
Monitor and Control
Project Work
PerformIntegrated
ChangeControl
•Project Management Plan
•Change RequestsCorrective Actions Preventive Actions Defect Repairs
•Project ManagementPlan •Change Request Status Updates
•Project Man. Plan Updates
•PM Plan Updates•Project Documentation Updates
•Performance Reports
•Work Performance Information
New Category of “Change Request”
• Updates to the contents of plans, documents, etc.
PlanningProcess Group
InitiatingProcess Group
ExecutingProcess Group
Monitoring & ControllingProcess Group
ClosingProcess Group
Integration
Management
Develop Project CharterDevelop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project WorkIntegrated Change Control
Close Project
Scope Management Scope PlanningScope DefinitionCreate WBS
Scope VerificationScope Control
Time
Management
Activity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimationSchedule Development
Schedule Control
Cost
Management
Cost EstimatingCost Budgeting
Cost Control
Quality
Management
Quality Planning Perform Quality Assurance Perform Quality Control
Human
Resource
Management
Human Resource Planning Acquire Project TeamDevelop Project Team
Manage Project Team
Communications
Management
Communications Planning Information Distribution Performance ReportingManage Stakeholders
RiskManagement
Risk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response Planning
Risk Monitoring and Control
Procurement
Management
Plan Purchases and AcquisitionsPlan Contracting
Request Seller ResponsesSelect Sellers
Contract Administration Contract Closure
Processes
• Changes to the matrix of Processes– In addition to the wording changes (verb-noun
format)
13
PlanningProcess Group
InitiatingProcess Group
ExecutingProcess Group
Monitoring & ControllingProcess Group
ClosingProcess Group
Integration
Management
Develop Project CharterDevelop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project WorkIntegrated Change Control
Close Project
Scope Management Scope PlanningScope DefinitionCreate WBS
Scope VerificationScope Control
Time
Management
Activity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimationSchedule Development
Schedule Control
Cost
Management
Cost EstimatingCost Budgeting
Cost Control
Quality
Management
Quality Planning Perform Quality Assurance Perform Quality Control
Human
Resource
Management
Human Resource Planning Acquire Project TeamDevelop Project Team
Manage Project Team
Communications
Management
Communications Planning Information Distribution Performance ReportingManage Stakeholders
RiskManagement
Risk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response Planning
Risk Monitoring and Control
Procurement
Management
Plan Purchases and AcquisitionsPlan Contracting
Request Seller ResponsesSelect Sellers
Contract Administration Contract Closure
14
PlanningProcess Group
InitiatingProcess Group
ExecutingProcess Group
Monitoring & ControllingProcess Group
ClosingProcess Group
Integration
Management
Develop Project CharterDevelop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project WorkIntegrated Change Control
Close Project
Scope Management Scope PlanningScope DefinitionCreate WBS
Scope VerificationScope Control
Time
Management
Activity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimationSchedule Development
Schedule Control
Cost
Management
Cost EstimatingCost Budgeting
Cost Control
Quality
Management
Quality Planning Perform Quality Assurance Perform Quality Control
Human
Resource
Management
Human Resource Planning Acquire Project TeamDevelop Project Team
Manage Project Team
Communications
Management
Communications Planning Information Distribution Performance ReportingManage Stakeholders
RiskManagement
Risk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response Planning
Risk Monitoring and Control
Procurement
Management
Plan Purchases and AcquisitionsPlan Contracting
Request Seller ResponsesSelect Sellers
Contract Administration Contract Closure
15
Knowledge Area: Communications Management
InitiatingProcess Group
Process: Identify Stakeholders
“The process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.”
-PMBOK
16
Identify Stakeholders
• Inputs– Project Charter– Procurement Documents– Enterprise Environmental Factors– Organizational Process Assets
17
Inputs: Project Charter
• Utilize information provided in Charter about– sponsors– customers– team members – groups– departments
that are involved in project
18
Inputs: Procurement Documents
• If the project is:– The result of a procurement activity– Based on an established contract
• Parties to that contract are then key project stakeholders
19
Identify Stakeholders
• Tools and Techniques– Stakeholder Analysis– Expert Judgment
20
Tools and Techniques: Stakeholder Analysis
• Step 1: Identify all potential stakeholders– Roles
– Departments
– Interests
– Knowledge levels
– Expectation
– Influence levels
21
Tools and Techniques: Stakeholder Analysis
• Step 2: Identify the potential impact or support; classify– Power/interest grid– Power/influence grid– Influence/impact grid– Salience model
Level of authority – powerLevel of concern – interestActive involvement – influenceEffect changes to planning/execution - impact
Example: Power/Interest Grid
22
KeepSatisfied
ManageClosely
Monitor KeepInformed
Power
Interest
High
HighLow
Low
23
Identify Stakeholders
• Outputs– Stakeholder Register
– Stakeholder Management Strategy
24
Outputs: Stakeholder Registry
• Identification Information
• Assessment Information
• Stakeholder Classification– Internal/external
– Supporter/neutral/resistor, etc.
25
Outputs: Stakeholder Management Strategy
• Includes– Key stakeholders
– Level of participation desired
– Stakeholder groups and management (as groups)
Stakeholder Interest in Project
Assessment of Impact
Potential Strategies
PlanningProcess Group
InitiatingProcess Group
ExecutingProcess Group
Monitoring & ControllingProcess Group
ClosingProcess Group
Integration
Management
Develop Project CharterDevelop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project WorkIntegrated Change Control
Close Project
Scope Management Scope PlanningScope DefinitionCreate WBS
Scope VerificationScope Control
Time
Management
Activity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimationSchedule Development
Schedule Control
Cost
Management
Cost EstimatingCost Budgeting
Cost Control
Quality
Management
Quality Planning Perform Quality Assurance Perform Quality Control
Human
Resource
Management
Human Resource Planning Acquire Project TeamDevelop Project Team
Manage Project Team
Communications
Management
Communications Planning Information Distribution Performance ReportingManage Stakeholders
RiskManagement
Risk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response Planning
Risk Monitoring and Control
Procurement
Management
Plan Purchases and AcquisitionsPlan Contracting
Request Seller ResponsesSelect Sellers
Contract Administration Contract Closure
27
Knowledge Area: Scope Management
Process: Collect Requirements
PlanningProcess Group
“Scope Planning – Collect Requirements is the process of defining stakeholders needs to meet the project objectives.”
-PMBOK
28
Collect Requirements
• Inputs– Project Charter– Stakeholder Register
29
Collect Requirements
• Tools and Techniques– Interviews
– Focus Groups
– Facilitated Workshops
– Group Creativity Technique
– Group Decision Making Techniques
– Questionnaires and Surveys
– Observations
– Prototypes
30
Collect Requirements
• Outputs– Requirements Documentation
– Requirements Management Plan
– Requirements Traceability Matrix
PlanningProcess Group
InitiatingProcess Group
ExecutingProcess Group
Monitoring & ControllingProcess Group
ClosingProcess Group
Integration
Management
Develop Project CharterDevelop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project WorkIntegrated Change Control
Close Project
Scope Management Scope PlanningScope DefinitionCreate WBS
Scope VerificationScope Control
Time
Management
Activity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimationSchedule Development
Schedule Control
Cost
Management
Cost EstimatingCost Budgeting
Cost Control
Quality
Management
Quality Planning Perform Quality Assurance Perform Quality Control
Human
Resource
Management
Human Resource Planning Acquire Project TeamDevelop Project Team
Manage Project Team
Communications
Management
Communications Planning Information Distribution Performance ReportingManage Stakeholders
RiskManagement
Risk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response Planning
Risk Monitoring and Control
Procurement
Management
Plan Purchases and AcquisitionsPlan Contracting
Request Seller ResponsesSelect Sellers
Contract Administration Contract Closure
PlanningProcess Group
InitiatingProcess Group
ExecutingProcess Group
Monitoring & ControllingProcess Group
ClosingProcess Group
Integration
Management
Develop Project CharterDevelop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project WorkIntegrated Change Control
Close Project
Scope Management Scope PlanningScope DefinitionCreate WBS
Scope VerificationScope Control
Time
Management
Activity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimationSchedule Development
Schedule Control
Cost
Management
Cost EstimatingCost Budgeting
Cost Control
Quality
Management
Quality Planning Perform Quality Assurance Perform Quality Control
Human
Resource
Management
Human Resource Planning Acquire Project TeamDevelop Project Team
Manage Project Team
Communications
Management
Communications Planning Information Distribution Performance ReportingManage Stakeholders
RiskManagement
Risk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response Planning
Risk Monitoring and Control
Procurement
Management
Plan Purchases and AcquisitionsPlan Contracting
Request Seller ResponsesSelect Sellers
Contract Administration Contract Closure
33
Knowledge Area: Communications Management
Process: Manage Stakeholder Expectations
Monitoring & ControllingProcess Group
“Manage Stakeholder Expectations – The process of communicating and working with stakeholders to meet their needs and addressing issuesas they occur.”
- PMBOK
Manage Stakeholder Expectations
• Actively managing expectations
• Addressing concerns that are not yet issues
• Clarifying and resolving issues that have been identified
34
35
Manage Stakeholder Expectations
• Inputs– Stakeholder Register*– Stakeholder
Management Strategy*– Project Management
Plan*– Issue Log– Change Log– Organizational Process
Assets*
*Already Discussed
36
Inputs: Issue Log
• Or Action Log
• Used to document monitor issues resolution
• Facilitates communication
• Ensures common understanding
• Owner assigned for each issue
37
Inputs: Change Log
• Document changes during project
38
Manage Stakeholder Expectations
• Tools and Techniques– Communication
Methods*
– Interpersonal Skills
– Management Skills
*Already Discussed
39
Tools and Techniques: Interpersonal Skills
• Includes:– Building Trust– Resolving Conflict– Active Listening– Overcoming Resistance to Change
40
Tools and Techniques: Management Skills
• Includes:– Presentation skills– Negotiating– Writing skills– Public speaking
41
Manage Stakeholder Expectations
• Outputs– Organizational Process Assets Updates*– Change Requests*– Project Management Plan Updates*– Project Document Updates
*Already Discussed
42
Outputs: Project Document Updates
• Stakeholder Management Strategy
• Stakeholder Register
• Issue Log
PlanningProcess Group
InitiatingProcess Group
ExecutingProcess Group
Monitoring & ControllingProcess Group
ClosingProcess Group
Integration
Management
Develop Project CharterDevelop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project WorkIntegrated Change Control
Close Project
Scope Management Scope PlanningScope DefinitionCreate WBS
Scope VerificationScope Control
Time
Management
Activity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimationSchedule Development
Schedule Control
Cost
Management
Cost EstimatingCost Budgeting
Cost Control
Quality
Management
Quality Planning Perform Quality Assurance Perform Quality Control
Human
Resource
Management
Human Resource Planning Acquire Project TeamDevelop Project Team
Manage Project Team
Communications
Management
Communications Planning Information Distribution Performance ReportingManage Stakeholders
RiskManagement
Risk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response Planning
Risk Monitoring and Control
Procurement
Management
Plan Purchases and AcquisitionsPlan Contracting
Request Seller ResponsesSelect Sellers
Contract Administration Contract Closure
PlanningProcess Group
InitiatingProcess Group
ExecutingProcess Group
Monitoring & ControllingProcess Group
ClosingProcess Group
Integration
Management
Develop Project Charter Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project WorkPerform Integrated Change Control
Close Project or Phase
Scope Management Collect RequirementsDefine ScopeCreate WBS
Verify ScopeControl Scope
Time
Management
Define ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop Schedule
Control Schedule
Cost
Management
Estimate CostsDetermine Budget
Control Costs
Quality
Management
Plan Quality Perform Quality Assurance Perform Quality Control
Human
Resource
Management
Develop Human Resource Plan Acquire Project TeamDevelop Project TeamManage Project Team
Communications
Management
Identify Stakeholders Plan Communications Distribute InformationManage Stakeholder Expectations
Report Performance
RiskManagement
Plan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Response
Monitor and Control Risks
Procurement
Management
Plan Procurements Conduct Procurements Administer Procurements Close Procurements
Project Management Plan / Project Documents
• Content of Old Project Management Plan– 3 Baselines– Subsidiary Management Plans– And anything else you could think of
• Content of New Project Management Plan– 3 Baselines– Subsidiary Management Plans
And anything else …
• New category of input/output– Project Document
47
The ThreeBaselinesScope
PlanningScope
Definition
CreateWBS
ActivityDefinition
Act. Res.Estimating
ActivityDuration Est.
ActivitySequencing
ScheduleDevelop.
CostEstimating
CostBudgeting*
48
The ThreeBaselinesCollect
Require.DefineScope
CreateWBS
DefineActivities
Est. ActivityResources
Est. ActivityDurations
SequenceActivities
DevelopSchedule
EstimateCosts
DetermineBudget
49
Subsidiary Project Management Plans – The 9 Knowledge Areas
• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management
50
Subsidiary Project Management Plans – The 9 Knowledge Areas
• Integration Management• Scope Management
– Requirements Management Plan - NEW• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management
51
Subsidiary Project Management Plans – The 9 Knowledge Areas
• Integration Management• Scope Management• Time Management
– Schedule Management Plan• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management
52
Subsidiary Project Management Plans – The 9 Knowledge Areas
• Integration Management• Scope Management• Time Management• Cost Management
– Cost Management Plan• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management
53
Subsidiary Project Management Plans – The 9 Knowledge Areas
• Integration Management• Scope Management• Time Management• Cost Management• Quality Management
– Quality Management Plan– Process Improvement Plan
• Human Resource Management• Communications Management• Risk Management• Procurement Management
54
Subsidiary Project Management Plans – The 9 Knowledge Areas
• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management
– Human Resource Plan - NEW• Communications Management• Risk Management• Procurement Management
55
Subsidiary Project Management Plans – The 9 Knowledge Areas
• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management
– Communications Management Plan• Risk Management• Procurement Management
56
Subsidiary Project Management Plans – The 9 Knowledge Areas
• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management
– Risk Management Plan• Procurement Management
57
Subsidiary Project Management Plans – The 9 Knowledge Areas
• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Human Resource Management• Communications Management• Risk Management• Procurement Management
– Procurement Management Plan
58
Outputs: Project Charter
• Specifically:– Project purpose or justification– Project Objectives– High Level Requirements– High Level Project Description– High Level Risks– Summary Milestone Schedule– Summary Budget– Project Approval Requirements– Assigned project manager, responsibility, authority– Name and authority of the sponsor
Other Changes
• Process Flow Diagrams
• Logical Connections between Processes
• Interpersonal Skills
Miscellaneous
• Life Cycle Explanations
• New Organizational Structure
The Project Life Cycle
• All projects can be mapped to the following life cycle structure:– Starting the Project– Organizing and Preparing– Carrying out the Project Work– Closing the Project
61
Generic Life Cycle Structure
• Cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close
• Stakeholder influences, risk, and uncertainty are greatest at the start of the project and decrease over the life of the project
• Ability to influence the final characteristics of the project’s product without significantly impacting cost is highest at the start of the project and decreases as the project progresses
62
Product vs. Project Life Cycle
• Product life cycle consists generally of sequential and non-overlapping product phases
• The last Product Life Cycle phase is generally the product’s retirement
• Many possible relationships may exist to a project where the outcome of the project is a product
63
Composite Organization
64
Involves all these structures at various levels Sometimes create a special project team to handle a critical
project May have many characteristics of a projectized
organization May include full-time staff from different functional
departments May develop its own set of operating procedures May operate outside the standard, formalized reporting
structure
Composite Organization
Project A Coordination
Project Members
Project B Coordination
PlanningProcess Group
InitiatingProcess Group
ExecutingProcess Group
Monitoring & ControllingProcess Group
ClosingProcess Group
Integration
Management
Develop Project Charter Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project WorkPerform Integrated Change Control
Close Project or Phase
Scope Management Collect RequirementsDefine ScopeCreate WBS
Verify ScopeControl Scope
Time
Management
Define ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop Schedule
Control Schedule
Cost
Management
Estimate CostsDetermine Budget
Control Costs
Quality
Management
Plan Quality Perform Quality Assurance Perform Quality Control
Human
Resource
Management
Develop Human Resource Plan Acquire Project TeamDevelop Project TeamManage Project Team
Communications
Management
Identify Stakeholders Plan Communications Distribute InformationManage Stakeholder Expectations
Report Performance
RiskManagement
Plan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Response
Monitor and Control Risks
Procurement
Management
Plan Procurements Conduct Procurements Administer Procurements Close Procurements
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