Table of Contents
Cover
Title page
Copyright page
Foreword
Acknowledgments
Introduction
The PMBOK® Guide—The Basics
A Brief Description of the Project Management Knowledge Areas
Chapter One: Why Do Project Managers Need This Book?
THE PMBOK® GUIDE, THE BODY OF KNOWLEDGE OF PROJECT MANAGEMENT, AND THE CONNECTION TO MANAGING PROJECTS
THE FIRST STEP: UNDERSTANDING HOW THE PMBOK® GUIDE WORKS
KNOWLEDGE AREAS AND PROCESS GROUPS
THE PMBOK® GUIDE: LIFE FORCE FOR PROJECTS
THE PMBOK® GUIDE PROJECT PLAN ACCELERATOR (PPA)
Chapter Two: The Big Picture
THE INITIATING PROCESS
THE PLANNING PROCESS
EXECUTING, MONITORING AND CONTROLLING, AND CLOSING PROCESSES
THE PROJECT REVIEW
A WORD ABOUT RECOGNITION AND ACKNOWLEDGMENT
THE PMBOK® GUIDE PROJECT PLAN ACCELERATOR (PPA)
Chapter Three: Project Plan SWOT Analysis
PROJECT PLAN ACCELERATOR
Chapter Four: Developing a Project Methodology
PROJECT METHODOLOGY QUESTIONS
PROJECT PLAN ACCELERATOR
Chapter Five: Defining Project Success
TYPICAL SUCCESS FACTORS FOR PROJECTS
PROJECT PLAN ACCELERATOR
Chapter Six: Developing Performance Measures
SETTING OBJECTIVES
PROJECT PLAN ACCELERATOR
Chapter Seven: Monitoring and Control Simplified
PROJECT PLAN ACCELERATOR
Chapter Eight: The Change Control Process
MANAGING PROJECT CHANGES
PROJECT PLAN ACCELERATOR
Chapter Nine: Establishing Roles and Responsibilities
PROJECT PLAN ACCELERATOR
Chapter Ten: Risk Management—A Project Imperative
IDENTIFYING PROJECT RISKS—RISK CATEGORIES
RISK MANAGEMENT—CYA STRATEGY
PROJECT PLAN ACCELERATOR
Chapter Eleven: A PMBOK® Guide Strategy for Success
PROJECT PLAN ACCELERATOR
Chapter Twelve: Rapid Knowledge Development (RKD) For Project Managers: Tips, Tools, and Techniques
CONNECTING THE PMBOK® GUIDE AND THE PROJECT MANAGEMENT BODY OF KNOWLEDGE
THE BODY OF KNOWLEDGE COMPRESSED
PROJECT INTEGRATION MANAGEMENT
PROJECT SCOPE MANAGEMENT
PROJECT TIME MANAGEMENT
PROJECT COST MANAGEMENT
PROJECT QUALITY MANAGEMENT
HUMAN RESOURCE MANAGEMENT
PROJECT COMMUNICATIONS MANAGEMENT
RISK MANAGEMENT
PROCUREMENT MANAGEMENT
Chapter Thirteen: Bringing the PMBOK® Guide to Life Through Templates
PROJECT CHARTER TEMPLATE
CHECKLIST FOR MANAGING PROJECTS
PROJECT REVIEW OR HEALTH CHECK
PROJECT SCOPE STATEMENT
PROJECT JEOPARDY REPORT—REPORTING THE “TROUBLED PROJECT”
CLOSURE WORK BREAKDOWN STRUCTURE
PROJECT QUALITY PLAN OUTLINE
QUALITY PLAN OUTLINE
RISK MANAGEMENT
References
Index
This book is printed on acid-free paper.
Copyright © 2009 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey
Published simultaneously in Canada
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Library of Congress Cataloging-in-Publication Data:
Saladis, Frank P.
Bringing the PMBOK guide to life: a companion for the practicing project manager/ Frank P. Saladis, Harold Kerzner.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-470-19558-1 (cloth)
ISBN 978-1-118-27677-8 (epdf)
ISBN 978-1-118-27635-8 (epub)
ISBN 978-1-118-27688-4 (mobi)
1. Project management. I. Kerzner, Harold. II. Title.
HD69.P75.S25 2009
658.4'04—dc22
2008052044
Every company has projects that are uniquely characterized by the size and nature of the business, the length of the project, whether for internal or external clients, whether or not a profit margin is included, and the project’s strategic importance. Creating a project management methodology to encompass all of these characteristics is difficult, and even more complex is the attempt to create an enterprise project management methodology capable of use on all projects.
Most companies do not have the resources to research/benchmark other companies on what works and what fails, and this holds true even if the company possesses a project management office (PMO). As such, companies must rely on established project management standards.
The PMBOK® Guide provides the necessary framework and standards for project management. The real value in the use of the PMBOK® Guide lies in the guidance it provides companies in how to manage projects, irrespective of the characteristics. The PMBOK® Guide is also invaluable as the primary source for creating project management methodologies.
There are three ways to manage projects; the right way, the wrong way, and the PMBOK® Guide way. Not all of the information contained in the PMBOK® Guide will be applicable to all companies, nor should a company force all of the material to apply. The value in the PMBOK® Guide is that—it is just a “guide.”
Every three or four years, hundreds of PMI members pool their intellectual knowledge to update the PMBOK® Guide based on current best practices. Companies should rely on the PMBOK® Guide for both current and future applications of project management best practices.
Harold Kerzner, Ph.D.
Executive Director for Project Management
The International Institute for Learning
My sincere thanks to my many mentors and friends in project management for their continued support—especially Dr. Harold Kerzner for his continued encouragement and my associates at the New York City Chapter of the Project Management Institute, my colleagues in the PMI Leadership Institute, the staff members at the International Institute for Learning, and my family for their support and understanding while dealing with the challenging life of a project manager.
Frank P. Saladis, PMP
The field of project management is actually a collection of skills, tools, knowledge, techniques, lessons learned, insights, and observations gained from just about every industry and profession. Project managers develop skills in communications, financial management, conflict resolution, negotiation, planning, organizing, leading, and much more. There is a huge base of knowledge available for project managers. That base of knowledge is referred to as the body of knowledge of project management. This is such a large base of information that it would be impossible to include every element of project management in one book. Project managers are involved in strategic planning, disaster recovery, research, green technology, information technology, construction, and pretty much anything that involves people and plans. Most project managers are in a constant search for best practices and lessons learned that will help them improve how projects are implemented and to increase the probability of success.
The continued search for information has generated book after book about the subject. Each author is looking to introduce a new technique or find some new way to manage projects more effectively. Some new ideas are introduced, but much of the material that is available is a reissue of what is already known, just packaged slightly differently. The importance here is that project managers continue to develop the profession through new books, articles, and presentations, and they are using their creativity, innovation, and passion for the profession to add to the existing and ever-growing body of knowledge.
This vast collection of information and knowledge handed down year after year, with a continuous stream of new data coming in, requires some type of organized system or standard. The Project Management Institute, utilizing project managers from a wide range of industry including government, the private sector, and nonprofit organizations, have developed a standard from which project managers can create project management methodologies and benefit from the knowledge of others in the profession. That standard is known as A Guide to the Project Management Body of Knowledge. The standard, ANSI/PMI 99-001-2004, is currently in its 4th Edition. The next version was issued on December 2008.
The PMBOK® Guide, as it is commonly known, was developed and will continue to be developed by volunteers who offer their time and expertise in the continuing pursuit of higher levels of quality and improvement. The PMBOK® Guide can be found in the libraries of thousands of project managers worldwide, and has been translated into at least eight languages. It is used as part of the study and preparation for the PMP exam (Project Management Professional) offered by the Project Management Institute (PMI) and as reference for planning projects or to develop customized project management methodologies for hundreds of organizations and project management offices (PMOs).
The PMBOK® Guide is extremely useful to project managers at any level of an organization and for any type of project—from short-term, limited deliverable type projects to large, complex undertakings. It is important to note that it is a guide and is not all-inclusive. The PMBOK® Guide provides a solid basis for planning, and it introduces key processes and provides a framework for understanding project management. There are many views and perspectives about the PMBOK® Guide, and there is probably a fair amount of disagreement about how it should be used, and even some of its contents. Regardless of viewpoint, it is a valuable addition to any project manager’s library.
THE PMBOK® GUIDE—THE BASICS
The PMBOK® Guide provides a foundation from which project plans and project management office (PMO) methodologies or enterprise wide processes can be developed. The first step is to become PMBOK® oriented. This means to become familiar with how the information in the document is presented and what the specific terminology used in the PMBOK® Guide means. This is particularly important because, although the terminology is used commonly across many industries, there are differences in meanings that could cause some confusion and miscommunication. An important item to remember is that the PMBOK® Guide is just that, a guide. It is not the entire project management body of knowledge condensed into about four hundred pages. The PMBOK® Guide is a representation of many best practices in project management that have evolved over the years and may, let me emphasize may, be used (meaning that there are many options, depending on the type of project) to manage a project successfully.
Chapters One through Three of the PMBOK® Guide provide an introduction to the reader and establish the basic framework from which the remaining chapters have been developed. These chapters introduce the forty-two project management processes that are mapped to the nine knowledge areas and five process groups. The remaining chapters describe the nine knowledge areas of project management.
A BRIEF DESCRIPTION OF THE PROJECT MANAGEMENT KNOWLEDGE AREAS
Integration management. This knowledge area emphasizes the generally accepted role of a project manager—coordination and bringing all the pieces (the deliverables of the project) together.
Scope management. Defining and determining what work must be done. It includes setting clearly defined project objectives, defining major project deliverables, and controlling changes to those deliverables. Scope management includes creating the work breakdown structure (a breakdown of the major project elements to improve planning and to assist in overall project control) to understand the complexity of the project.
Time management. The project is further defined through activity definition, sequencing of activities, estimating the duration of activities, determining the critical path, schedule development and managing schedule and time issues effectively.
Cost management. This involves estimating all project costs, budgeting costs over time, and controlling costs throughout the project life cycle.
Quality management. This area includes developing plans to ensure that requirements are met, establishing a quality policy, understanding quality principles introduced by quality experts, developing quality assurance processes, and controlling the quality of all project deliverables.
Human resource management. This involves identifying project stakeholders, developing the project team, motivating the team, understanding management styles, and organizational structure.
Communications management. This involves planning for and distributing information correctly and to the appropriate stakeholders, performance reporting, managing stakeholders, and developing processes to ensure effective transfer of information. Communications management includes developing an understanding of the communications sender–receiver model (transmitting messages, possible message distortion, and feedback loops).
Risk management. This area includes identifying potential project risk events, using qualitative analysis (expert judgment and experience) or quantitative analysis (using mathematical models and computer simulations) to prioritize potential risks, respond to risk situations, and develop risk monitoring and controlling processes.
Procurement management. This includes determining what goods and services should be purchased or developed internally by an organization, planning purchases and, developing procurement documentation such as requests for proposals (RFP). It also involves determining appropriate contract types, negotiating terms, selecting sellers, managing contracts through implementation, and then managing project closure and contractual closure.
The purpose of this book is to create a bridge between the larger, broader project management body of knowledge, the PMBOK® Guide, and the practicing project manager. This book is not all-inclusive regarding the subject of project management, but will provide some additional knowledge, clarification of terms, suggested approaches for the use of project management tools and techniques, and templates developed directly from information provided in the PMBOK® Guide. The book also provides suggestions and study tips that will assist in preparing for the PMP exam and includes a Project Plan Accelerator (PPA) that can be used with the PMBOK® Guide by project managers and project teams to develop plans that are specifically tailored to meet the needs of the client or sponsoring organization.