... II: The Standard for ProjectManagementofa Project
Section II, The Standard for ProjectManagementofa Project, specifies all the
projectmanagement processes that are used by theproject team ... projectmanagement and related fields
x Trainers developing projectmanagement educational programs
x Researchers analyzing project management.
A GuidetotheProjectManagementBodyofKnowledge ... That is, as aprojectmanagement team
learns more about a project, the team can then manage toa greater level of detail.
The term projectmanagement is sometimes used to describe an
organizational...
... manage a project.
1.5.1 ProjectManagementBodyofKnowledge
The ProjectManagementBodyofKnowledge describes knowledge unique tothe
project management field and that overlaps other management ... projectmanagement team has full
knowledge ofthe PMBOK
đ
Guide and is conversant in theknowledgeoftheProject
Management BodyofKnowledge and the other four areas ofmanagementto
effectively ... is, as aprojectmanagement team
learns more about a project, the team can then manage toa greater level of detail.
The term projectmanagement is sometimes used to describe an
organizational...
... aproject phase to an orderly end.
Section II
The Standard for Project
Management ofaProject
Chapter 3 ProjectManagement Processes for aProject
A GuidetotheProjectManagement ... chartering links theprojecttothe ongoing work of
the organization and authorizes the project. Projects are chartered and authorized
external totheproject by the organization, a program ... management plan, but can
require an analysis. The results ofthe analysis can trigger a change request that, if
approved, would modify theprojectmanagement plan and possibly require
establishing...
... set of
automated tools available within the organization and integrated into a system. The
PMIS is used by theprojectmanagement team to support generation ofaproject
charter, facilitate ... technical and management details to be
included in theprojectmanagement plan.
AGuidetotheProjectManagementBodyofKnowledge (PMBOK
đ
Guide) Third Edition
2004 ProjectManagement ... organizing the deliverables and associated project work into a
WBS that can meet the control and management requirements oftheproject
management team is an analytical technique that may be...
... that they
become part ofthe historical database for both theproject and other projects ofthe
performing organization.
Chapter 6 − Project Time ManagementAGuidetotheProjectManagement ...
person-days, volume of product) at designated time points over the duration
of theproject can be defined to indicate the agreed amount of variation
allowed.
AGuidetotheProjectManagementBody ... limited to those individuals
who are knowledgeable about theproject as a result of having worked on the earlier
phases ofthe project.
.6 ProjectManagement Plan
The schedule management plan...
... recognition and rewards, and updates tothe staffing
management plan.
Chapter 8 − Project Quality ManagementAGuidetotheProjectManagementBodyofKnowledge (PMBOK
đ
Guide) Third Edition ... policy. The quality management
plan is a component or a subsidiary plan oftheprojectmanagement plan (Section
4.3).
The quality management plan provides input tothe overall project
management ... process of managing theproject team.
Chapter 9 − Project Human Resource ManagementAGuidetotheProjectManagementBodyofKnowledge (PMBOK
đ
Guide) Third Edition
212 2004 Project Management...
... criticality of risk-related actions may magnify the importance ofa risk. An
evaluation ofthe quality ofthe available information on project risks also helps
understand the assessment ofthe ... managing
the project and includes subsidiary plans such as a scope management plan,
procurement management plan, quality management plan, and contract
management plans, which provide guidance ...
12.1.2 Plan Purchases and Acquisitions: Tools and Techniques
.1 Make-or-Buy Analysis
The make-or-buy analysis is a general management technique and a part ofthe
project Plan Purchases and Acquisition...
...
contain the entire projectmanagementbodyof knowledge.
Appendix B − Evolution of PMI’s AGuidetotheProjectManagementBodyofKnowledgeAGuidetotheProjectManagementBodyofKnowledge ... Additional Sources of Information on
ProjectManagement
Appendix F Summary ofProjectManagementKnowledge Areas
AGuidetotheProjectManagementBodyofKnowledge (PMBOK
đ
Guide) Third Edition ... Appendix B − Evolution of PMI’s AGuidetotheProjectManagementBodyofKnowledgeAGuidetotheProjectManagementBodyofKnowledge (PMBOK
đ
Guide) Third Edition
314 2004 Project Management...
... characteristics. Weak matrices maintain many ofthe charac-
teristics ofa functional organization and theproject manager role is more that of a
coordinator or expediter than that ofa manager. ... None
Virtually
None
Project
Coordinator/
Project Leader
Project
Coordinator/
Project Leader
Project
Manager/
Project Officer
Project
Manager/
ProgramManager
Project
Manager/
ProgramManager
M atrix
Weak M atrix
Balanced ... of
Project M anagers
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project M anager
Project M anager
Project M anager
Functional
M anager
Functional
M anager
Project
Coordination
(Black boxes...
... overlaps shown are not proportional.
Application
Area Knowledge
and Practice
General
Management
Knowledge
and Practice
The Project
Management
Bodyof Knowledge
Generally Accepted
Project Management
Knowledge ... date
PM ProjectManagement or Project Manager
PMBOK
đ
Project ManagementBodyof Knowledge
PMP
đ
Project Management Professional
PS Planned Start date
PV Planned Value
QA Quality Assurance
QC Quality ... calculation, and can change
as theproject progresses and changes are made totheproject plan. Also called
slack, total float, and path float. See also free float.
Forecast Final Cost. See estimate...