Education Edge PMBOK Guide Office Read Chapter 1, 2 and 3

  1. The PMBOK® is Project Management Body of Knowledge. This guide acts as a methodology and identifies the importance of project management to apply good practices.
  1. A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates that a project has a definite beginning and end.
  1. The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
  1. An ongoing work effort is generally a repetitive process that follows an organization’s existing procedures that usually referred to as ‘operations’.
  1. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
  1. Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes, which are categorized into five Process Groups.
  1. These five Process Groups are:
        Monitoring and Controlling, and
  1. A program is defined as a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.
  1. A portfolio refers to projects, programs, sub-portfolios, and operations managed as a group to achieve strategic objectives.
  1. A project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
  1. Operations management is an area of management concerned with ongoing production of goods and/or services.
  1. Functional organization is a hierarchy where each employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at the top level.
  1. Projectized organization gives great deal of authority to project managers. Team members are often collocated in this type of organization. Most of the organization’s resources are involved in project work.
  1. Matrix organizations reflect a blend of functional and projectized characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of power and influence between functional and project managers.
  1. Weak matrix organizations maintain many of the characteristics of a functional organization, and the role of the project manager is more of a coordinator or expediter.
  1. Project expediter works as staff assistant and communications coordinator.
  1. Project coordinators have power to make some decisions, have some authority, and report to a higher-level manager compare to project expediter.
  1. Strong matrix organizations have many of the characteristics of the projectized organization, and have full-time project managers with considerable authority and full-time project administrative staff
  1. Balanced matrix organization recognizes the need for a project manager. It does not provide the project manager with the full authority over the project and project funding.
  1. Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.
  1. Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project.
  1. Enterprise environmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome.
  1. Stakeholders are the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project.
  1. Stakeholders include all members of the project team as well as all interested entities that are internal or external to the organization.
  1. Stakeholder identification is a continuous process throughout the entire project life cycle.
  1. Project governance is an oversight function that is aligned with the organization’s governance model and that encompasses the project life cycle.
  1. The project team includes the project manager and the group of individuals who act together in performing the work of the project to achieve its objectives.
  1. A project life cycle is the series of phases that a project passes through from its initiation to its closure.
  1. Common Phase-to-Phase relationships are Sequential and Overlapping
  1. Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases.      
  1. Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing stakeholder involvement.  

  1. A process is a set of interrelated actions and activities performed to create a pre-specified product, service, or result.
  1. Each process is characterized by its inputs, the tools and techniques that can be applied, and the resulting outputs.
  1. These processes ensure the effective flow of the project throughout its life cycle.
  1. Initiating Process Group. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
  1. 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.
  1. Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.
  1. 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.
  1. Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.
  1. A Knowledge Area represents a complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization.
  1. The 47 project management processes are grouped into 10 separate Knowledge Areas.
  • Project Integration Management
  • Project Scope Management
  • Project Time Management
  • Project Cost Management
  • Project Quality Management
  • Project Human Resource Management
  • Project Communications Management
  • Project Risk Management
  • Project Procurement Management
  • Project Stakeholder Management
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