A USER'S MANUAL TO THE
Contents
1. A USERS MANUAL TO THE PMBOK GUIDE CYNTHIA SNYDER STACKPOLE N gt l A mr WILEY BPE Ai A User s Manual to the PMBOK Guide A User s Manual to the PMBOK Guide Cynthia Snyder Stackpole SP I WILEY John Wiley amp Sons Inc sai Management Institute This book is printed on acid free paper Copyright 2010 by John Wiley amp Sons Inc All rights reserved Published by John Wiley amp Sons Inc Hoboken New Jersey Published simultaneously in Canada No part of this publication may be reproduced stored in a retrieval system or transmitted in any form or by any means electronic mechanical photocopying recording scanning or otherwise except as permitted under Section 107 or 108 of the 1976 United States Copyright Act without either the prior written permission of the Publisher or authorization through payment of the appropriate per copy fee to the Copyright Clearance Center 222 Rosewood Drive Danvers MA 01923 978 750 8400 fax 978 646 8600 or on the web at www copyright com Requests to the Publisher for permission should be addressed to the Permissions Department John Wiley amp Sons Inc 111 River Street Hoboken NJ 07030 201 748 6011 fax 201 748 6008 or online at www wiley com go permissions Limit of Liability Disclaimer of Warranty While the publisher and the author have used their best efforts in preparing this book they make no representations or warranti2. Guide easier to understand and helps you implement the practices described in the PMBOK Guide The information in this book is based solely on information from the PMBOK Guide Fourth Edition Therefore you will find identical definitions and many of the same tables and figures Thus we will not footnote each reference to the PMBOK Guide because as we have stated that is the sole source for content We have included some sections of forms that show how you can use a form or template to record the information in a specific document These forms can be found in The Project Manager s Book of Forms published by PMI and Wiley Again since this is the sole source for forms we will not footnote each reference To help make this book easier to read we are using various icons tables data flow diagrams and call out boxes For instance when we use a definition from the PMBOK Guide we have inserted a dictionary icon At the beginning of each process we describe the process and then show a data flow diagram from the PMBOK Guide so you can see how information flows through the process where it comes from and where it goes Call out boxes may be used to list elements of a particular document The information is presented by Process Group as opposed to how the PMBOK Guide presents it by Knowledge Area Because this book is designed to assist you in managing a project we felt it would be helpful to present information more consisten
3. 26 129 129 130 133 133 135 140 147 147 149 O 7l d Contents vii Chapter 16 Executing Procurement Management 153 Conduct Procurements 153 Chapter 17 Executing the Project 157 Direct and Manage Project Execution 157 Chapter 18 Monitoring and Controlling Scope 161 Monitoring and Controlling Process Group 161 Verify Scope 162 Control Scope 163 Chapter 19 Monitoring and Controlling the Schedule 167 Control Schedule 167 Chapter 20 Monitoring and Controlling Cost 171 Control Costs 171 Chapter 21 Monitoring and Controlling Quality 181 Perform Quality Control 181 Chapter 22 Monitoring and Controlling Communications 187 Report Performance 187 Chapter 23 Monitoring and Controlling Risk 191 Monitor and Control Risks 191 Chapter 24 Monitoring and Controlling Procurement 195 Administer Procurements 195 Chapter 25 Monitoring and Controlling the Overall Project 199 Monitor and Control Project Work 199 Perform Integrated Change Control 200 Chapter 26 Closing the Project 207 Closing Process Group 207 Close Procurements 207 Close Project or Phase 209 Index 213 Preface This book is designed to help make the Guide to the Project Management Body of Knowledge PMBOK Guide Fourth Edition more accessible to project managers It presents information from the PMBOK Guide Fourth Edition in easily understandable language and it describes how to apply the various tools and techniques In short it makes the PMBOK
4. PMI logo PMP PMBOK are registered marks of Project Management Institute Inc For a comprehensive list of PMI marks contact the PMI Legal Department Library of Congress Cataloging in Publication Data Stackpole Cynthia 1962 A user s Manual to the PMBOK guide Cynthia Stackpole p cm Includes index ISBN 978 0 470 58489 7 pbk ISBN 978 0 470 89009 7 ebk ISBN 978 0 470 89010 3 ebk ISBN 978 0 470 89012 7 ebk 1 Project management 2 Project management Handbooks manuals etc I Guide to the project management body of knowledge PMBOK guide I Title HD69 P75S6894 2010 658 4 04 dc22 2010025380 Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Contents Preface Acknowledgments Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Introduction About This Book Project Management Process Groups Project Management Knowledge Areas Key Concepts Projects Programs and Portfolios Project Life Cycles Progressive Elaboration Tailoring Project Management Plan and Project Documents Enterprise Environmental Factors Organizational Process Assets Initiating a Project Initiating Process Group Project Sponsor Role Project Manager Role Develop Project Charter Identify Stakeholders Planning Scope Planning Process Group Planning Loops Project Scope Management Collect Requirements Define Scope Create WBS Planning the Schedule Project Time Manage
5. anagement methodology It is not A project management methodology is a set of practices policies procedures guidelines tools techniques etc that are used to man age projects This book is not a methodology This book takes the information in the PMBOK Guide and describes it in easily under standable language and explains how to apply the various tools and techniques In short it makes the PMBOK Guide easier to under stand and helps you implement the practices described therein The information in this book is based solely on information from the PMBOK Guide Fourth Edition Therefore you will find identical definitions and some of the same tables and figures Chapter 1 Introduction To help make this book easier to read we are using various features such as definitions examples tips and sample forms At the beginning of each process we describe the process and then show a data flow diagram from the PMBOK Guide so you can see how information flows through the process where it comes from and where it goes to next We have presented the inputs tools and techniques and outputs in a table at the appropriate place in the discussion for each of the processes In some instances we provide a list of elements typically found in a particular document Sometimes we include sections of forms that show how you can use a form or template to record the information in the document These forms can be found in The Project Manager s B
6. and the Project Management Knowledge Areas This book will use the Process Groups rather than the Knowledge Areas to present information In Chapter 2 we will review some of the key concepts in project management then in Chapter 3 we will discuss the Initiating Processes The next several chapters will dis cuss the Planning Processes This will be followed by chapters on the Executing Processes Monitoring and Controlling Processes and finally the Closing Processes Initiating Process Group Knowledge Areas 4 1 Develop Project Charter 4 Project Integration Management 5 Project Scope Management 6 Project Time Management 7 Project Cost Management 8 Project Quality Management 9 Project Human Resource Management 10 1 Identify Communications Stakeholders 11 Project Risk Management Figure 1 2 Planning Process Group 4 2 Develop Project Management Plan 5 1 Collect Requirements 5 2 Define Scope 5 3 Create 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 9 1 Develop Human Resource Plan 10 2 Plan Communications 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 Project Management K
7. as a portfolio of projects For the 2012 London Olympic Games they are grouped together under the Olympic Delivery Authority ODA to facilitate effective management Another portfolio could be considered the projects of the LOCOG LOCOG is the London Organizing Committee for the Olympic Games They are responsible for staging the Olympic and Paralympic Games Another way to look at the Olympic Games is having a portfolio for ODA for the Olympics and another for the Paralympics So you can see that much of the way you organize projects programs and port folios is subjective You can have programs with projects and portfolios of projects You can also have portfolios with projects and programs made up of many projects The main differentiator is that projects are always temporary while programs and portfolios may have one or more elements that entail ongoing operations Project Life Cycles Most large projects have a defined project life cycle made up of phases Project Life Cycle A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project Project Phase A collection of logically related project activities usually culminating in the completion of a major deliverable Project phases are mainly completed sequentially but can overlap in some project situations A project phase is a component of a project life cycle A project pha
8. ase of an existing project by obtaining authoriza tion 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 Project Management Process Groups Executing Process Group Those processes performed to complete the work defined in the project management plan to satisfy the project specifications 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 Note in the following figure how the Process Groups interact with each other in each phase of the project and for the project over all The processes in the Initiating Process Group are used to identify the high level definition of the project or phase and obtain authoriza tion to proceed Once this is accomplished the high level information can be further elaborated in the Planning Process Group Of course we don t only plan at the start of the project We spend much of the first part of our project planning but as we get into the Executing Process Group wher
9. aseline Schedule management plan Scope baseline Scope statement WBS WBS dictionary Scope management plan Activity attributes Activity cost estimates Activity list Assumption log Basis of estimates Change log Charter Contracts Duration estimates Forecasts Issue log Milestone list Performance reports Project funding requirements Proposals Procurement documents Project organizational structure Quality control measurements Quality checklists Quality metrics Responsibility assignment matrix Requirements traceability matrix Resource breakdown structure Resource calendars Resource requirements Risk register Roles and responsibilities Sellers list Source selection criteria Stakeholder analysis Stakeholder management strategy Stakeholder register Stakeholder requirements Statement of work Teaming agreements Team performance assessments Work performance information Work performance measurements Figure 2 1 Differentiation between the Project Management Plan and Project Documents Source PMBOK Guide Fourth Edition page 350
10. e approach for the individual project Tailoring 10 Chapter 2 Key Concepts Project Management Plan and Project Documents Project Management Plan A formal approved document that defines how the project is executed monitored and controlled It may be summary or detailed and may be composed of one or more subsid iary management plans and other planning documents Not all documents that are generated during the project are part of the project management plan The project management plan is primarily made up of subsidiary management plans such as the risk management plan and the quality management plan along with the project baselines such as the cost and schedule baselines There are many other project documents used to facilitate plan ning and management These can include assumption logs the risk reg ister resource calendars etc These are all documents that assist in the management of the project but are not part ofthe project management plan The following figure lists the elements of the project manage ment plan and lists some of the more common project documents Project Management Plan Project Documents Change management plan Communications management plan Configuration management plan Cost management plan Cost performance baseline Human resources plan Process improvement plan Procurement management plan Quality management plan Requirements management plan Risk management plan Schedule b
11. e we are actually creating and developing the work of the project we will need to plan in finer levels of detail and re plan when things do not go as expected In fact the Monitoring and Controlling Process Group is used to compare our planned prog ress to our actual progress If the two are acceptably consistent we continue on with the project work If they are not we will need to plan corrective or preventive actions to get our performance aligned with our plan Finally we will use the Closing Process Group to final ize the work and archive the phase or project information Monitoring amp Controlling Processes Planning Processes Enter Phase Initiating Closing Exit Phase Start project Processes Processes End project Executing Processes Figure 1 1 Project Management Process Groups Source PMBOK Guide Fourth Edition page 40 Chapter 1 Introduction Project Management Knowledge Areas Another way to categorize the project management processes is by Knowledge Area PMI identifies nine Knowledge Areas Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Human Resource Management Project Communications Management j j j j Project Quality Management j j Project Risk Management J Project Procurement Management The following figure shows how each of the 42 project manage ment processes aligns with the Project Management Process Groups
12. es with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose No warranty may be created or extended by sales representatives or written sales materials The advice and strategies contained herein may not be suitable for your situation You should consult with a professional where appropriate Neither the publisher nor the author shall be liable for any loss of profit or any other commercial damages including but not limited to special incidental consequential or other damages For general information about our other products and services please contact our Customer Care Department within the United States at 800 762 2974 outside the United States at 317 572 3993 or fax 317 572 4002 Wiley also publishes its books in a variety of electronic formats Some content that appears in print may not be available in electronic books For more information about Wiley products visit our web site at www wiley com Project Management Institute www pmi org is the leading advocate for the project management profession globally Founded in 1969 PMI has more than 400 000 members and credential holders in 174 countries PMI s Project Management Professional PMP credential is globally recognized as the gold standard credential in project management 2010 Project Management Institute Inc All rights reserved PMI the
13. geting and controlling costs so that the project can be completed within the approved budget 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 Human Resource Management includes the processes that organize and manage the project team Project Communications Management includes the processes required to ensure timely and appropriate generation collection distribu tion storage retrieval and ultimate disposition of project information Project Risk Management includes the processes concerned with conducting risk management planning identification analysis responses and monitoring and control on a project Project Procurement Management includes the processes to purchase or acquire the products services or results needed to form outside the project team to perform the work Key Concepts TOPICS COVERED Projects Programs and Portfolios Project Life Cycles Progressive Elaboration Tailoring Project Management Plan and Project Documents Enterprise Environmental Factors Organizational Process Assets Projects Programs and Portfolios The difference between a project and a program can sometimes be fuzzy And the difference between a program and a portfolio of projects can also be confusing Let s start by looking at defin
14. itions for these words and then explore some additional key concepts in project management Project A temporary endeavor undertaken to create a unique prod uct service or result Program A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individ ually Programs may include elements of related work outside the scope of the discrete projects in the program Portfolio A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives The projects or programs of the portfolio may not necessarily be interdependent or directly related Chapter 2 Key Concepts Some people consider a program to be a jumbo sized project While this can be the case it is not always true For example the Olympic Games could be considered a very large project with many subprojects However because of the size cost duration and the sheer number of projects it takes to produce the Olympic Games it is more like a collection of projects that is managed in a coordinated fashion in other words a program Many of the projects are con struction related many are production related many are related to press and broadcast some are technology specific and still others are about cultural events Within the program of the Olympic Games you could even consider all the construction projects
15. ment Define Activities xi ANa oon N 11 12 15 15 15 16 17 20 25 25 27 27 28 33 36 43 43 44 vi Contents Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 Chapter 11 Chapter 12 Chapter 13 Chapter 14 Chapter 15 Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Planning Cost Project Cost Management Estimate Costs Determine Budget Planning Quality Project Quality Management Plan Quality Planning Human Resources Project Human Resource Management Develop Human Resource Plan Planning Communications Project Communications Management Plan Communications Planning Risk Project Risk Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Planning Procurement Project Procurement Management Plan Procurements Planning Integration Project Integration Management Develop Project Management Plan Executing Quality Management Executing Process Group Perform Quality Assurance Executing Human Resource Management Acquire Project Team Develop Project Team Manage Project Team Executing Communications Management Distribute Information Manage Stakeholder Expectations 47 52 54 59 67 67 68 74 77 77 79 85 85 86 91 91 91 95 95 96 101 105 108 111 117 117 118 125 125 1
16. n as a phase gate or kill point is often the right time to make those decisions Progressive Elaboration One of the key concepts in project management is progressive elaboration Progressive Elaboration Continuously improving and detailing a plan as more detailed and specific information and more accurate esti mates become available as the project progresses and thereby produc ing more accurate and complete plans that result from the successive iterations of the project One of the common laments of project managers is that cus tomers and sponsors want accurate estimates in the beginning of a project before the scope is even fully defined The concept of progressive elaboration clearly articulates that we can t have detailed estimates until we have detailed and specific informa tion about the project scope As we progress in the project we can develop more accurate and complete information Tailoring Projects by their nature are unique Therefore not all projects will use all processes defined in the PMBOK Guide Tailoring means that the project manager and the project team should carefully determine which processes are appropriate for their project which outputs are appropriate and the degree of rigor that should be applied when using the various tools and techniques Some will use more robust processes some will use less robust processes It is up to the project manager and his or her team to determine the appropriat
17. nowledge Areas Executing Process Group 4 3 Direct and Manage Project Execution 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 12 2 Conduct Procurements Project Management Process Groups and Knowledge Areas Mapping Monitoring amp Controlling Process Group Closing Process Group 4 4 Monitor and Control Project Work 4 5 Perform Integrated Change Control 4 6 Close Project or Phase 5 4 Verify Scope 5 5 Control Scope 6 6 Control Schedule 7 3 Control Costs 8 3 Perform Quality Control 10 5 Report Performance 11 6 Monitor and Control Risks 12 3 Administer Procurements 12 4 Close Procurements Source PMBOK Guide Fourth Edition page 43 Chapter 1 Introduction Project Integration Management includes the processes and activities needed to identify define combine unify and coordinate the various processes and project management activities within the Project Management Process Groups 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 Project Time Management includes the processes required to manage the timely completion of a project Project Cost Management includes the processes involved in estimating bud
18. ook of Forms published by PMI and John Wiley amp Sons Project Management Process Groups The project management standard is presented as 42 discrete pro cesses A process isa set of interrelated actions and activities performed to achieve a pre specified product result or service Processes are comprised of inputs tools and techniques and outputs Therefore this book will follow that structure of presenting a process and then discussing the individual inputs tools and techniques and outputs that comprise the process Input Any item whether internal or external to the project that is required by a process before that process proceeds May be an output from a predecessor process Tool Something tangible such as a template or software program used in performing an activity to produce a product or result Technique A defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service and that may employ one or more tools Output A product result or service generated by a process May be an input to a Successor process To facilitate understanding of the processes PMI has identi fied five Process Groups These groups are Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group and the Closing Process Group Initiating Process Group Those processes performed to define a new project or new ph
19. se is not a Project Management Process Group There can be some confusion about the difference between a project life cycle and the Project Management Process Groups Remember the Process Groups are Initiating Planning Executing Monitoring and Controlling and Closing While these appear to be sequential and could be mistaken for phases they are groups of processes that are applied iteratively and as needed throughout the project In some cases the Project Management Process Groups are applied to each phase in a project For example a construction project might have three phases design procure construct An IT project might have phases such as requirements planning design detail design build test deploy Each phase is completed sequen tially The needs of the performing organization s and the project will determine the number and the names of the phases Many organizations use the end of a project phase to review the progress on the project This gives the project manager the sponsor and the customer the opportunity to review the charter the pro gress and deliverables to determine if the project should continue if the approach should change or if the project should be cancelled There are times when the need for the project is no longer valid Circumstances or market forces may have changed or the duration and cost of the project may no longer justify the expenditure of resources The end of a phase sometimes know
20. t with how you will apply it on a project We hope this User s Manual helps you in delivering successful projects 1A Guide to the Project Management Body of Knowledge PMBOK Guide Fourth Edition O 2008 Project Management Institute 14 Campus Blvd Newtown Square PA 19703 3299 USA 2A Project Manager s Book of Forms A Companion to the PMBOK Guide Fourth Edition O John Wiley amp Sons Inc 111 River Street Hoboken NJ 07030 USA Acknowledgments There are many people that help get a book from an idea to the bound copy you are holding I can t possibly name all of them but I would like to thank a few individuals who have been gracious enough to help me with this book First Bob Argentieri who believed that what I had to say was worth publishing Bob has done an amazing job developing a part nership with the folks at PMI to get this book into as many hands as possible Thank you so much Dan Magers is my go to guy for all my questions Thank you Dan Kerstin Nasdeo keeps everything on track after it gets written You are the queen of production Thank you to Elden Jones and Mark Krahn for help on some of the technical matters in configuration management and quality tech niques I really appreciate the feedback Jim Pennypacker provided after reading the draft Your perspective is valuable Becky Clark was helpful in organizing and formatting the initial draft I always appre ciate the help you give me And finall
21. y thank you to the folks at PMI in the Standards and Publications departments John Zlockie has a wealth of information about standards Kristen Vitello is a wonderful resource and friend Your willingness to do what it takes to get things done and your sly wit are delightful The folks in publishing Donn Greenberg Barbara Walsh and Roberta Storer are amazing professionals I am so happy I got to work with you all xi Chapter 1 Introduction TOPICS COVERED About This Book Project Management Process Groups Project Management Knowledge Areas About This Book This book is designed to help make A Guide to the Project Management Body of Knowledge PMBOK Guide Fourth Edition more accessi ble to project managers The PMBOK Guide is a standard therefore it defines what is considered to be a good practice on most projects most of the time Notice it does not define best practices it defines good practices Best practices tend to be industry and organization specific Because the PMBOK Guide is a standard it is not descrip tive In other words it doesn t tell you how to implement those practices it merely identifies them The PMBOK Guide also promotes a common vocabulary for project management thereby enabling effective communication about project management between project managers their spon sors and their team members Many project managers PMOs and organizations mistake the PMBOK Guide as a project m
Download Pdf Manuals
Related Search