2. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru2 People who lack sufficient practical experience in Project Management meet with difficulties when they try to get a clear picture of PM logic from A Guideline to the PMBOK™. Novice managers often try to divide responsibilities among PM team members in accordance with knowledge areas (Time manager, Cost manager, Quality manager, etc.).

3. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru3 Most PM knowledge areas are closely interrelated and can hardly be separated from each other. For instance, one cannot change project schedule without affecting project cost. Besides, it is impossible to control time or cost (success indicators) directly but only through resources or technologies.

4. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru4 Some of knowledge areas are project success indicators (scope, time, cost and quality), others are management tools (human resources, communications, risks, procurement). You can analyze time or cost performance and then make corrective moves using resources or technologies.

5. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru5 A Guideline to the PMBOK™ can be successfully applied to projects only at those levels where details are not important. But it does not provide enough fine tools for more precise practical project management for which the resource management is the core issue.

6. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru6 I believe that ideological content of A Guideline to the PMBOK™ can be reorganized in a more instructive, process- oriented way. I think that it is necessary to recognize six main PM processes instead of five described in a Guideline to the PMBOK™. The additional process is Analysis.

7. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru7

8. 8 PM functions (knowledge areas) activated in each of these processes vary significantly. Description of PM ideology could not be complete without including Resource management as a core separate entity. It is necessary to connect PMBOK ™ with the logic of PM processes. The PM logic used in the majority of projects is shown in the next slide.

9. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru9

10. 10 Russian way of planning projects (especially in construction industry) is frequently based on federal, local, industrial or corporate norms and standards. These norms usually refer to resource productivity, cost and material per unit of activity volume (volume of work to be done). Usage of these norms affects the way of planning project activities.

11. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru11 Activity Duration Estimating in A Guideline to the PMBOK™ doesn’t employ this approach. Actually A Guideline to the PMBOK™ does not even employ the concept of activity volumes. Estimation of activity volumes is associated with resource planning, cost estimation, staff acquisition, solicitation planning, schedule development, cost budgeting and project plan development.

12. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru12

13. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru13 The main difference between the described approaches to the Project Schedule Development is as follows: if you use activity volume and resource productivity as input into planning process, then activity duration and cost may be estimated only after assigned resources have been chosen and project schedule calculated.

14. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru14

15. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru15 Resource analysis is essential part of project execution analysis. Monitoring of the actual resource performance permits to employ methods of adaptive forecasting to predict trends and future resource productivity and cost. Usage of project resources varies at different phases and forecasting that takes these differences into consideration is considerably more accurate than the methods of Earned Value Analysis.

16. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru16 Methods of Risk analysis (PERT, Monte Carlo) should include estimations and simulations of activity volume, resource productivity, resource availability, etc. (not only duration and cost as in A Guideline to the PMBOK™ ). Other sections of A Guideline to the PMBOK™ also have to be revised if low level Resource management processes are to be considered.

17. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru17 l Introduction of Resource management into A Guideline to the PMBOK ™ calls for revision of ideological content and structure of the latter. l It is vital to understand that some project parameters are indicative, while the others are the tools for project control.

18. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru18 Analyzing project performance we measure and analyze the indicative components for making decisions on corrective moves, while the project control tools are used for improving project performance. It would be helpful to divide Control processes into two process groups - Analysis and Control.

19. V.Liberzon /Spider Management Technologies/ E-mail: spider@mail.cnt.ru19 Better understanding of PM logic and PM processes. Establishing technological standards for low level Project Management. Developing Project Management Technological Guideline.