... 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 programsx 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 PMBOKđ 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 (PMBOKđ 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 (PMBOKđ 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 (PMBOKđ 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 (PMBOKđ Guide) Third Edition ... Appendix B − Evolution of PMI’s AGuidetotheProjectManagementBodyofKnowledgeAGuidetotheProjectManagementBodyofKnowledge (PMBOKđ 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. ... NoneVirtuallyNone Project Coordinator/ Project Leader Project Coordinator/ Project Leader Project Manager/ Project Officer Project Manager/ProgramManager Project Manager/ProgramManagerM atrixWeak M atrixBalanced ... of Project M anagersStaffStaffStaffStaffStaffStaffStaffStaffStaff Project M anager Project M anager Project M anagerFunctionalM anagerFunctionalM anager Project Coordination(Black boxes...
... overlaps shown are not proportional.ApplicationArea Knowledge and PracticeGeneral Management Knowledge and Practice The Project Management Bodyof Knowledge Generally Accepted Project Management Knowledge ... datePM ProjectManagement or Project ManagerPMBOKđ Project ManagementBodyof Knowledge PMPđ Project Management ProfessionalPS Planned Start datePV Planned ValueQA Quality AssuranceQC Quality ... Cost Management and Project Pro-curement Management, since many ofthe terms used in these knowledge areas have narrow meanings that are unique toa particular application area.❍ NAVIGATION...