Ebook A guide to the Project management body of knowledge (Fourth edition): Part 2 includes contents: Appendix A fourth edition changes, appendix B evolution of PMI’s a guide to the project management body of knowledge, appendix C contributors and reviewers of PMBOK® guide – fourth edition, appendix D application area extensions, appendix E additional sources of information on project management, appendix F summary of project... Đề tài Hoàn thiện công tác quản trị nhân sự tại Công ty TNHH Mộc Khải Tuyên được nghiên cứu nhằm giúp công ty TNHH Mộc Khải Tuyên làm rõ được thực trạng công tác quản trị nhân sự trong công ty như thế nào từ đó đề ra các giải pháp giúp công ty hoàn thiện công tác quản trị nhân sự tốt hơn trong thời gian tới.
bl o las y 7h ng 4n dy 1x x9 3n j8 gh in rx vv nj m m kil 5v e 8m to zc 45 y2 au e tf1 m e9 xr kj 3d g 1l0 ưo f1 5b kp tz 80 ưj 4jq gf u i57 7j bm ưy 77 pd s8 p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b u6 ve 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc zz de b2 ưw i16 el v7 sr at hc zp Section iV lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 AppendiceS x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 Appendix A c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt Appendix B qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac Appendix C sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 Appendix D hm 5w clr h 0k 8m xl td ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m Appendix G rf Appendix F n5 Appendix E xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq jw nk 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc xjs d qư nn sm ưx uw jo 7z hr xs dd dw 1u m 21 r ri8 m 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye ui 0y bn vg n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 p m v5 This copy is a PMI member benefit, not for distribution, sale or reproduction 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk 64 lu m tk c ap iu m yw p5 pb A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA oh p1 p0 ar n m wo i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 347 x6 hi ưg bh wd 34 0lj lw d6 l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j x1 ba o5 1ư b0 nx g8 bh w8 ib lj 3w v5 wt 3l hn fvu bl o las y 7h ng 4n dy 1x x9 3n j8 gh in rx vv nj m m kil 5v e 8m to zc 45 y2 au e tf1 m e9 xr kj 3d g 1l0 ưo f1 5b kp tz 80 ưj 4jq gf u i57 7j bm ưy 77 pd s8 p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b u6 ve 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc zz de b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq jw nk 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc xjs d qư nn sm ưx uw jo 7z hr xs dd dw 1u m 21 r ri8 m 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye ui 0y bn vg n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 p m v5 This copy is a PMI member benefit, not for distribution, sale or reproduction 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk 64 lu m tk c ap iu m yw p5 pb oh p1 p0 ar n m wo i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj lw d6 l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j x1 ba o5 1ư b0 nx g8 bh w8 ib lj 3w v5 wt 3l hn fvu bl o las y 7h ng 4n dy 1x x9 3n j8 gh in rx vv nj m m kil 5v e 8m to zc 45 y2 au e tf1 m e9 xr kj 3d g 1l0 ưo f1 5b kp tz 80 ưj 4jq gf A u i57 7j bm ưy 77 pd s8 p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b u6 ve 16 4c dx ax pf ưq m a9 Appendix A q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc zz de b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo Fourth edition chAngeS 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 The purpose of this appendix is to give a detailed explanation of the changes made to A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Third Edition to create the PMBOK® Guide—Fourth Edition 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da A.1 Consistency and Clarification wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc f 0d tm m 0s The approved scope statement for the PMBOK® Guide – Fourth Edition explicitly states that the team should undertake “Any necessary work to make the standard more accurate, up to date, relevant, clear, concise, and easy to understand and implement This may include the re-organization of content, additional content, refinement of content, or deletion of content.” 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s With that directive in mind, the update team adopted an approach aimed at achieving a greater degree of consistency and clarity by refining the processes, standardizing inputs and outputs where possible, and implementing a global approach for documenting the inputs and outputs ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp A.1.1 Consistency bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh The Fourth Edition, in keeping with the consistency requirement, completed the change to verb noun format for all processes Standard verbiage was incorporated throughout the document when describing recurring concepts to aid the reader’s understanding xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq In addition, since process descriptions are located in four places throughout the document, these descriptions were rewritten in a more consistent manner These areas include: ja s3 2x e6 c4 d8 cl oq jw nk 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk • In Chapter 3, ew kx dx oc xjs d qư nn sm ưx uw jo 7z hr xs dd dw 1u m 21 • At the beginning of each knowledge area chapter, r ri8 m 2e dt m ict s9 9k • In the first sentence of the applicable process description, and dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg • In the Glossary tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye ui 0y bn vg n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji dk vl This copy is a PMI member benefit, not for distribution, sale or reproduction dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 p m v5 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk 64 lu m tk c ap iu m yw p5 pb A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA oh p1 p0 ar n m wo i7 i kg lp m rr ry oư 88 349 w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj lw d6 l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j x1 ba o5 1ư b0 nx g8 bh w8 ib lj 3w v5 wt 3l hn fvu bl o las y 7h ng 4n dy 1x x9 3n j8 gh in rx vv nj m m kil 5v e 8m to zc 45 y2 au e tf1 m e9 xr kj 3d g 1l0 ưo f1 5b kp tz 80 ưj 4jq gf A u i57 7j bm ưy 77 pd s8 p6 oq 0u 9c yn f4 wm ư9 APPENDIX A 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y A.1.2 Clarification vs db 58 u1 n0 6b u6 ve 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc zz de b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 In an effort to provide clarification regarding process interactions, data flow diagrams have been added in order to clarify the input source and the output destination for each process The project management plan and the project documents have been more clearly differentiated This was done to highlight subsidiary plans and baselines as the main components of the project management plan While project documents are used to assist the project manager in managing the project, they are not part of the project management plan The following is a representative list of project management plan components and project documents ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo Table A1 Differentiation between the Project Management Plan and the Project Documents ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 Project Documents Activity attributes Quality metrics Activity cost estimates Responsibility assignment matrix Activity list Requirements traceability matrix Assumption log Resource breakdown structure Basis of estimates Resource calendars Change log Resource requirements Charter Risk register Contracts Roles and responsibilities Duration estimates Sellers list Forecasts Source selection criteria Issue log Stakeholder analysis Milestone list Stakeholder management strategy Performance reports Stakeholder register Project funding requirements Stakeholder requirements Proposals Statement of work Procurement documents Teaming agreements Project organizational structure Team performance assessments Quality control measurements Work performance information Quality checklists Work performance measurements 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq jw nk 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc xjs d qư nn sm ưx Project Management Plan 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 baseline Schedule management plan Scope baseline: • Scope statement • WBS • WBS dictionary uw jo 7z hr xs dd dw 1u m 21 r ri8 m 2e dt m ict s9 9k dq ky Scope management plan la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye ui 0y bn vg n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji dk vl This copy is a PMI member benefit, not for distribution, sale or reproduction dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 p m v5 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk 64 lu m tk c ap iu m yw p5 pb A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA oh p1 p0 ar n m wo i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 350 x6 hi ưg bh wd 34 0lj lw d6 l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j x1 ba o5 1ư b0 nx g8 bh w8 ib lj 3w v5 wt 3l hn fvu bl o las y 7h ng 4n dy 1x x9 3n j8 gh in rx vv nj m m kil 5v e 8m to zc 45 y2 au e tf1 m e9 xr kj 3d g 1l0 ưo f1 5b kp tz 80 ưj 4jq gf u i57 7j bm ưy 77 pd s8 p6 oq 0u 9c yn f4 wm ư9 6i fb A APPENDIX A j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b u6 ve 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc zz de b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 Another area requiring clarification involved change requests Corrective action, preventive action, defect repair, and requested changes are now under the general term “change request.” This revision helped to streamline the inputs and outputs of many processes while still providing the visibility of the various types of change requests 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo The third edition contained a degree of redundancy regarding the components for the project charter and the scope statement While maintaining some of the spirit of progressive elaboration that takes place between the project charter and the scope statement, we have attempted to distinguish the elements that occur in each document to reduce repetition The following table lists the elements of each: ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 Table A2 Elements of the Charter and Scope Statement ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư Scope Statement Product scope description (progressively elaborated) Project deliverables ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 Product user acceptance criteria t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m Project boundaries xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc Project constraints i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg Project assumptions r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz Charter Project purpose or justification Measurable project objectives and related success criteria High-level requirements High-level project description, product characteristics Summary milestone schedule Summary budget Project approval requirements (what constitutes success, who decides it, who signs off) Assigned project manager, responsibility and authority level Name and responsibility of the person(s) authorizing project charter 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq jw nk 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc xjs d qư nn sm ưx uw jo 7z hr xs dd dw 1u m 21 r ri8 m 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye ui 0y bn vg n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 p m v5 This copy is a PMI member benefit, not for distribution, sale or reproduction 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk 64 lu m tk c ap iu m yw p5 pb A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA oh p1 p0 ar n m wo i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 351 x6 hi ưg bh wd 34 0lj lw d6 l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j x1 ba o5 1ư b0 nx g8 bh w8 ib lj 3w v5 wt 3l hn fvu bl o las y 7h ng 4n dy 1x x9 3n j8 gh in rx vv nj m m kil 5v e 8m to zc 45 y2 au e tf1 m e9 xr kj 3d g 1l0 ưo f1 5b kp tz 80 ưj 4jq gf A u i57 7j bm ưy 77 pd s8 p6 oq 0u 9c yn f4 wm ư9 APPENDIX A 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y A.2 Process Changes vs db 58 u1 n0 6b u6 ve 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew • 4.2 Develop Preliminary Scope Statement—Deleted dm wc zz de b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq • 4.7 Close Project—Changed to 4.6 Close Project or Phase el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba • 5.1 Plan Scope—Deleted 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 • 5.1 Collect Requirements—Added xf xm ug p1 c3 dm 5q 9p • 9.4 Manage Project Team—Changed from a controlling process to an executing process j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt • 10.1 Identify Stakeholders—Added qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg • 10.4 Manage Stakeholders—Changed to Manage Stakeholder Expectations; changed from a controlling process to an executing process x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w • 12.1 Plan Purchases and Acquisitions and 12.2 Plan Contracting—Changed to 12.1 Plan Procurements clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de xq is5 05 • 12.3 Request Seller Responses and 12.4 Select Sellers—Changed to 12.2 Conduct Procurements u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư A.3 Chapter 4—Project Integration Management Changes jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb Since the project charter contains many of the preliminary goals for the project, and since these goals are elaborated in the Scope Statement, the information relative to Develop Preliminary Project Scope Statement (4.2) was eliminated 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 iry 2t j vu The following table summarizes the Chapter processes: xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 Table A3 Chapter Changes la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq Fourth Edition Sections 4.1 Develop Project Charter jw nk 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 4.2 Develop Project Management Plan p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx oc 4.3 Direct and Manage Project Execution dx xjs d qư nn sm ưx uw jo 7z hr xs dd dw 1u m 21 4.4 Monitor and Control Project Work r ri8 m 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 4.5 Perform Integrated Change Control 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf 4.6 Close Project or Phase it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw Third Edition Sections 4.1 Develop Project Charter 4.2 Develop Preliminary Project Scope Statement 4.3 Develop Project Management Plan 4.4 Direct and Manage Project Execution 4.5 Monitor and Control Project Work 4.6 Integrated Change Control 4.7 Close Project gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye ui 0y bn vg n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji dk vl This copy is a PMI member benefit, not for distribution, sale or reproduction dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 p m v5 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk 64 lu m tk c ap iu m yw p5 pb A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA oh p1 p0 ar n m wo i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 352 x6 hi ưg bh wd 34 0lj lw d6 l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j x1 ba o5 1ư b0 nx g8 bh w8 ib lj 3w v5 wt 3l hn fvu bl o las y 7h ng 4n dy 1x x9 3n j8 gh in rx vv nj m m kil 5v e 8m to zc 45 y2 au e tf1 m e9 xr kj 3d g 1l0 ưo f1 5b kp tz 80 ưj 4jq gf u i57 7j bm ưy 77 pd s8 p6 oq 0u 9c yn f4 wm ư9 6i fb A APPENDIX A j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b u6 ve 16 4c dx ax pf ưq m a9 A.4 Chapter 5—Project Scope Management Changes q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc zz de b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy In Section 5.1, Scope Planning has been replaced with Collect Requirements The stakeholder register is used to identify those with interest in the project and involves applying techniques to create the stakeholder requirements document 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb The following table summarizes the Chapter processes: v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư Table A4 Chapter Changes cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq jw nk 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc xjs d qư nn sm ưx uw jo 7z hr xs dd dw 1u m 21 r ri8 m 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye ui 0y bn vg n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 p m v5 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk 64 lu m tk c ap iu m yw p5 pb A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA tq li 5x c8 Fourth Edition Sections 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule Third Edition Sections 6.1 Activity Definition 6.2 Activity Sequencing 6.3 Activity Resource Estimating 6.4 Activity Duration Estimating 6.5 Schedule Development 6.6 Schedule Control Fourth Edition Sections 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 5.4 Verify Scope 5.5 Control Scope Third Edition Sections 5.1 Scope Planning 5.2 Scope Definition 5.3 Create WBS 5.4 Scope Verification 5.5 Scope Control A.5 Chapter 6—Project Time Management Changes Chapter reflects changes coming from within the industry and detailed in the Practice Standard for Scheduling With the use of computer-supported scheduling, the Arrow Diagramming Method (ADM) and its Activity on Arrow (AOA) is rarely used Therefore it is no longer considered to be used on “most projects, most of the time” and was not included in this chapter The following table summarizes the Chapter processes: Table A5 Chapter Changes This copy is a PMI member benefit, not for distribution, sale or reproduction oh p1 p0 ar n m wo i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 353 x6 hi ưg bh wd 34 0lj lw d6 l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j x1 ba o5 1ư b0 nx g8 bh w8 ib lj 3w v5 wt 3l hn fvu bl o las y 7h ng 4n dy 1x x9 3n j8 gh in rx vv nj m m kil 5v e 8m to zc 45 y2 au e tf1 m e9 xr kj 3d g 1l0 ưo f1 5b kp tz 80 ưj 4jq gf u i57 7j bm ưy 77 pd s8 p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 7h 2y vs db 58 u1 n0 6b u6 ve 16 4c dx ax pf ưq m a9 A.6 Chapter 7—Project Cost Management Changes z0 wg q3 3y vr v0 5c dw k4 pq zlt dm wc zz de b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 The Cost Management chapter was updated to more clearly explain the use of the earned value tool and the technique’s use, including equations The “To-Complete Performance Index” calculation was added fq ew 1o yr n m 74 ys ư0 1g 1g h7 76 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm The following table summarizes the Chapter processes: dh ba o9 lm f5 vm tq 3o h7 6r clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p Table A6 Chapter Changes hy j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 Table A7 Chapter Changes b0 x4 m fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m Fourth Edition Sections 8.1 Plan Quality 8.2 Perform Quality Assurance 8.3 Perform Quality Control Third Edition Sections 8.1 Quality Planning 8.2 Perform Quality Assurance 8.3 Perform Quality Control Fourth Edition Sections 7.1 Estimate Costs 7.2 Determine Budget 7.3 Control Costs l9 qư ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq jw nk 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc xjs d qư nn sm ưx uw jo 7z hr xs dd dw 1u m 21 r ri8 m 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye ui 0y bn vg n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 p m v5 76 zq u9 lg Third Edition Sections 7.1 Cost Estimating 7.2 Cost Budgeting 7.3 Cost Control ow 3p tk pt 9m dv m d 29 2x wk 64 lu m tk c ap iu m yw p5 pb A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA yo 30 oh p1 p0 ar n m wo i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 354 APPENDIX A A A.7 Chapter 8—Project Quality Management Changes The following table summarizes the Chapter processes: This copy is a PMI member benefit, not for distribution, sale or reproduction x6 hi ưg bh wd 34 0lj lw d6 l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j x1 ba o5 1ư b0 nx g8 bh w8 ib lj 3w v5 wt 3l hn fvu bl o las y 7h ng 4n dy 1x x9 3n j8 gh in rx vv nj m m kil 5v e 8m to zc 45 y2 au e tf1 m e9 xr kj 3d g 1l0 ưo f1 5b kp tz 80 ưj 4jq gf A u i57 7j bm APPENDIX A ưy 77 pd s8 p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y A.8 Chapter 9—Project Human Resource Management Changes vs db 58 u1 n0 6b u6 ve 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc The Manage Project Team process was moved into the Executing Process Group as the activities are now more proactive to ensure project performance is optimized Both Develop Project Team and Manage Project Team have been expanded to recognize and discuss the people skills needed within a successful project team zz de b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb The following table summarizes the Chapter processes: v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe Table A8 Chapter Changes ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da Fourth Edition Sections 9.1 Develop Human Resource Plan 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team wf Third Edition Sections 9.1 Human Resource Planning 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 A.9 Chapter 10—Project Communications Management Changes qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd Chapter 10 has expanded the recognition and importance of stakeholders within projects As most project teams cannot necessarily manage their stakeholders but can expect to influence them and their decisions, it was felt that Manage Stakeholder Expectations would better reflect the actual process This also led to the change from a controlling process to an executing one as the activities are now more about doing than recording/reporting b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq m u sk The following table summarizes the Chapter 10 processes: ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs Table A9 Chapter 10 Changes 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq jw nk 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck Fourth Edition Sections 10.1 Identify Stakeholders 10.2 Plan Communications 10.3 Distribute Information 10.4 Manage Stakeholder Expectations 10.5 Report Performance 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc xjs d qư nn sm ưx uw jo 7z hr xs dd dw 1u m 21 r ri8 m 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy Third Edition Sections 10.1 Communications Planning 10.2 Information Distribution 10.3 Performance Reporting 10.4 Manage Stakeholders qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye ui 0y bn vg n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji dk vl This copy is a PMI member benefit, not for distribution, sale or reproduction dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 p m v5 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk 64 lu m tk c ap iu m yw p5 pb A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA oh p1 p0 ar n m wo i7 i kg lp m rr ry oư 88 355 w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj lw d6 l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j x1 ba o5 1ư b0 nx g8 bh w8 ib lj 3w v5 wt 3l hn fvu bl o las y 7h ng 4n dy 1x x9 3n j8 gh in rx vv nj m m kil 5v e 8m to zc 45 y2 au e tf1 m e9 xr kj 3d g 1l0 ưo f1 5b kp tz 80 ưj 4jq gf u i57 7j bm ưy 77 pd s8 p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 7h 2y vs db 58 u1 n0 6b u6 ve 16 4c dx ax pf ưq m a9 A.10 Chapter 11—Project Risk Management Changes z0 wg q3 3y vr v0 5c dw k4 pq zlt dm wc zz de b2 ưw i16 el v7 sr at hc zp The following table summarizes the Chapter 11 processes: fq ew lu da 9j 4g 5v vq el1 m nk ew az 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba Table A10 Chapter 11 Changes ql 1y gy 5l nt iq 59 bo kư vo 02 x0 im o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 Third Edition Sections 11.1 Risk Management Planning 11.2 Risk Identification 11.3 Qualitative Risk Analysis 11.4 Quantitative Risk Analysis 11.5 Risk Response Planning 11.6 Risk Monitoring and Control nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq jw nk 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc xjs d qư nn sm ưx uw Fourth Edition Sections 12.1 Plan Procurements 12.2 Conduct Procurements 12.3 Administer Procurements 12.4 Close Procurements jo 7z hr xs dd dw 1u m 21 r ri8 m 2e dt m ict s9 9k dq ky la xn yg oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye ui 0y bn vg n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 p m v5 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk 64 lu m tk c ap iu m yw p5 pb A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA uv Third Edition Sections 12.1 Plan Purchases and Acquisitions 12.2 Plan Contracting 12.3 Request Seller Responses 12.4 Select Sellers 12.5 Contract Administration 12.6 Contract Closure Fourth Edition Sections 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 11.6 Monitor and Control Risks y dz e rrư lxm oh p1 p0 ar n m wo i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 356 APPENDIX A A A.11 Chapter 12—Project Procurement Management Changes Chapter 12 has consolidated six processes into four processes Sections 12.1 Plan Purchases and Acquisitions and 12.2 Plan Contracting were combined to create 12.1 Plan Procurements Sections 12.3 Request Seller Responses and 12.4 Select Sellers were combined to create 12.2 Conduct Procurements Teaming Agreements were introduced The following table summarizes the Chapter 12 processes: Table A10 Chapter 12 Changes This copy is a PMI member benefit, not for distribution, sale or reproduction x6 hi ưg bh wd 34 0lj lw d6 l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j x1 ba o5 1ư b0 nx g8 bh w8 ib lj 3w v5 wt 3l hn fvu