2CHAPTER 1 - INTRODUCTION 1.1 The PMBOK Guide1.2 What is a Project?1.3 What is Project Management?1.4 Areas of Expertise Necessary for Project Management?1.5 Project Management Context
31.1 The PMBOK GuideThe PMBOK® Guide identifies the subset of project management knowledge that is generally recognized as good practice.It provides a foundational reference for anyone interested in the profession of project management.
41.2 What is a Project?A project is a temporary endeavor undertaken to create a unique product, service, or result.Projects and operations differ primarily in that operations are ongoing and repetitive, while projects are temporary and unique. Projects are often utilized as a means of achieving an organization’s strategic plan.
51.3 What is Project Management? Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.
61.4 Areas of Expertise Necessary for Project Management Effective project management requires that the project management team understand and use knowledge and skills from several five areas
71.5 Project Management Context Project management exists in a broader context that includes program management, portfolio management and the project management office.Frequently, there is a hierarchy of strategic plan, portfolio, program, project and subproject.
8CHAPTER 2 – PROJECT LIFE CYCLE & ORGANIZATION 2.1 The Project Life Cycle2.2 Project Stakeholders2.3 Organizational Influences
92.1 The Project Life Cycle2.1.1 Characteristics of the Project Life Cycle2.1.2 Characteristics of Project Phases2.1.3 Project Life Cycle and Product Life Cycle Relationships
102.2 StakeholdersProject stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion.Stakeholder expectations must be managed carefully due to different or conflicting objectives.
112.3 Organizational Influences 2.3.1 Organizational Systems2.3.2 Organizational Cultures and Styles2.3.3 Organizational Structure2.3.4 The Role of the PMO in Organizational Structures2.3.5 Project Management System
12CHAPTER 3 – PROJECT MANAGEMENT PROCESSES 3.2 Project Management Process Groups3.2.1 Initiating Process Group3.2.2 Planning Process Group3.2.3 Executing Process Group3.2.4 Monitoring and Controlling Process Group3.2.5 Closing Process Group
133.2.1 Initiating Process Group Develop Project CharterDevelop Preliminary Scope Statement
143.2.2 Planning Process Group Develop Project Management PlanScope PlanningScope DefinitionCreate Work Breakdown Structure (WBS)Activity DefinitionActivity Sequencing
153.2.2 Planning Process Group (continued) Activity Resource EstimatingActivity Duration EstimatingSchedule DevelopmentCost EstimatingCost BudgetingQuality PlanningHuman Resource Planning
163.2.2 Planning Process Group (continued) Communications PlanningRisk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response PlanningPlan Purchases and AcquisitionsPlan Contracting
173.2.3 Executing Process Group Direct and Manage Project ExecutionPerform Quality AssuranceAcquire Project TeamDevelop Project teamInformation DistributionRequest Seller ResponsesSelect Sellers
183.2.4 Monitoring and Controlling Process Group Monitor and Control Project WorkIntegrated Change ControlScope verificationScope ControlSchedule ControlCost Control
193.2.4 Monitoring and Controlling Process Group (continued) Perform Quality ControlManage Project TeamPerformance ReportingManage StakeholdersRisk Monitoring and ControlContract Administration
203.2.5 Closing Process Group 188.8.131.52 Close Project Contract Closure