A Guide to the Project Management Body of Knowledge

from Wikipedia, the free encyclopedia

A Guide to the Project Management Body of Knowledge ( PMBOK Guide for short ) is a widespread project management standard and central reference of the US Project Management Institute , by which it is also published and maintained.

Alongside PRINCE2 (Projects In Controlled Environments) and IPMA Competence Baseline (IPMA, GPM), PMBOK is one of the leading project management methods worldwide.

In the introduction, the work describes itself as a “summary of knowledge in the field of project management”. What is meant is the knowledge of the procedures that are widely regarded as best practice . The methods described are applicable to projects from various application areas, including construction, software development, mechanical engineering and the automotive industry.

The PMBOK guide is process-oriented ; so he uses a model according to which work is done by processes. A project is carried out through the interaction of many processes. The PMBOK-Guide structures the collected methodological knowledge based on the processes. Input , output and tools and procedures are described for each process .

The American National Standards Institute (ANSI) and the Institute of Electrical and Electronics Engineers (IEEE) have recognized the PMBOK Guide as a standard (ANSI / PMI 99-001, IEEE Std 1490-2003). It has been translated (from English) into ten languages. The project management guide published in 2012 as ISO standard 21500 is based on the PMBOK guide, among other things.

The PMBOK-Guide is the basis for the certification test for Project Management Professional (PMP) and for the entry level certification for Certified Associate in Project Management (CAPM).

Origin and versions

The first edition of the PMBOK Guide was published in 1987. It was the result of working meetings initiated by the PMI in the early 1980s . At the same time, a code of ethics was developed, along with guidelines for the accreditation of training centers and the certification of people.

A second version of the PMBOK Guide was later published, building on members' comments (1996 and 2000). The PMBOK Guide was recognized as a standard in 1998 by the American National Standards Institute (ANSI) and later by the Institute of Electrical and Electronics Engineers (IEEE).

The third version of the PMBOK Guide was published in 2004 with improvements in the structure of the document, extensions of processes, names and areas of the program and portfolio.

The fourth revised edition was published at the end of 2008. The main changes were clarifications and standardizations in the process names, adjustments to the overview diagrams and the omission or addition of some processes. The German version has been available since mid-2010.

Edition five appeared in January 2013. It establishes stakeholder management as a separate field of knowledge. It has been the basis for all certification exams since July 31, 2013.

The sixth version was published in September 2017 with the Agile Practice Guide . Its content will also be part of the certification exam in the first half of 2018.

content

The PMBOK guide consists of three sections:

  • PM framework, with a general introduction to the structure of the book and to project organization and lifecycle.
  • PM process groups
  • PM knowledge areas, with a detailed list of processes and result types in project management

In addition, the PMBOK Guide contains attachments with information on PMI, a literature list and change history as well as a glossary to standardize the project management language.

frame

The PM framework contains an introduction to the systematics of the PMBOK guide and explains the entire context of project management (including organizations, companies and terms).

Process groups

A total of 49 processes are defined (in the sixth edition; in the fourth edition there were 42; in the fifth edition there were 47), which are classified into the following five process groups:

  • initiation
Processes for the formal authorization of the project. The results are the project order (commissioning the project manager) and the preliminary scope statement .
  • planning
Definition of the project scope (the result is the scope statement ) and definition of how the individual areas of knowledge are planned (result of the project management plan as a "meta plan"), as well as the implementation of the planning (results: project structure plan, schedule, cost plan, procurement plan, risk plan and more).
  • execution
Make sure the activities are carried out as planned. The most important result is the actual delivery item of the project. This process group also includes processes such as quality assurance , building a project team and selecting providers .
  • Monitoring and control
The associated processes collect and evaluate information on project performance according to the planning in the project management plan. Risk monitoring also belongs to this process group. Important results are suggestions for corrective action or preventive action .
The process Integrated Change Control regulates the handling of amendments (English change requests , abbreviated CR).
  • graduation
The two processes of this group are contract termination (especially contracts with customers and suppliers) and project completion (the project order is declared as closed).

A matrix clearly assigns each process to a process group and a knowledge area. The process group in which most of the process activities take place was selected for each process.

Areas of knowledge

The main focus of the PMBOK Guide is the section on the areas of knowledge. A chapter is dedicated to each field of knowledge. All processes are described in detail. Input and output artifacts as well as methods and tools are described for each process.

The areas of knowledge to which the individual processes from the process groups are clearly assigned are:

The knowledge area of ​​integration management in projects comprises the processes and procedures that are required to identify, define, combine, standardize and coordinate the various processes and project management procedures in the project management process groups. In the project management context, integration encompasses characteristics of unification, consolidation and structuring as well as integrative actions, which are crucial for the completion of projects, the successful fulfillment of the requirements of customers and other stakeholders and the handling of expectations.
Content and scope management in projects includes the processes necessary to ensure that the project includes all of, but only the work required to complete, the project. This is primarily about the definition and control of what is and what is not included in the project.
Aims to adhere to the time frame and should involve all target groups involved. The project plan serves v. a. also as a communication medium.
Aimed at budget compliance. For this purpose, the cost trend must be recorded. If necessary, countermeasures are to be initiated.
Requires standardization of PM processes, documentation of the work and results, as well as suitable action management.
Personnel management in projects encompasses the processes that the project team organize and manage. The project team consists of the employees who have assigned roles and responsibilities to complete the project.
Communication management in projects is the area of ​​knowledge in which the processes are applied that are necessary for the timely and appropriate generation, collection, distribution, storage, retrieval and use of project information.
Risk management in projects comprises the processes relating to the implementation of risk management planning, identification, analysis, measures as well as monitoring and control in a project; most of these processes will be updated as the project progresses. The objectives of risk management in projects are to increase the likelihood and impact of positive events and to reduce the likelihood and impact of events that are unfavorable for the project.
Procurement management in projects includes the processes for buying or acquiring the products, services and results that are needed from outside the project team to carry out the work. Procurement management in projects includes contract management and the change control processes required to manage the contracts or orders issued by authorized project team members. Procurement management in projects also includes managing all contracts issued by an outside organization (the buyer) who acquires the project from the sponsoring organization (the seller), as well as managing contractual obligations imposed on the project team by the contract.
Stakeholders are the individuals or collectives who are somehow affected by a project or its result. Edition five puts together its own processes for those involved in the project near or far in order to emphasize the effects of the various interests, hopes and needs of the stakeholders and to draw project managers' attention to them. The five newly added processes or bundled in a new process group include the identification of stakeholders as well as process planning, active management and monitoring of stakeholders.

The individual task fields appear at different points in the course of the project.

Individual evidence

  1. ^ Institute of Electrical and Electronics Engineers, Inc .: IEEE Guide Adoption of PMI Standard a Guide to the Project Management Body of Knowledge. IEEE, Piscataway NJ (USA) 2004. Standard 1490-2003. Retrieved January 13, 2013.
  2. ^ Project Management Institute, Inc .: Project Management Institute Commends ISO 21500 Standard for Alignment with PMBOK SM Guide. ( Memento of March 20, 2013 on the Internet Archive ) PMI, Newtown Square PA (USA) September 6, 2012. Retrieved March 29, 2013.
  3. ↑ Reinhard Wagner: ISO 21500 Guidance on Project Management. For more efficiency in collaboration. In: Projekt Magazin , No. 9, 2012, ISSN  1615-2689 .
  4. ^ Project Management Institute, Inc .: Code of Ethics and Professional Conduct. ( Memento from January 13, 2013 in the Internet Archive ) PMI, Newtown Square PA (USA) 2013. German version Ethical guidelines and standards for professional behavior . ( Memento of January 6, 2013 in the Internet Archive ) Retrieved January 13, 2013.
  5. ^ Project Management Institute, Inc .: A Guide to the Project Management Body of Knowledge (PMBOK SM Guide). 3. Edition. PMI, Newtown Square PA (USA) 2004. ISBN 978-1-930699-45-8 . German version. ISBN 978-1-930699-72-4 .
  6. ↑ Jean-Michel de Jaeger: PMBOK standard (PMI). 12manage BV, Bilthoven (Netherlands) 2013. Accessed January 13, 2013.
  7. ^ Project Management Institute, Inc .: A Guide to the Project Management Body of Knowledge (PMBOK SM Guide). ( Memento from January 16, 2013 in the Internet Archive ) 4th edition. PMI, Newtown Square PA (USA) 2008. ISBN 978-1-933890-51-7 . German version. ( Memento from January 19, 2013 in the Internet Archive ) ISBN 978-1-933890-66-1 . Retrieved January 13, 2013.
  8. ^ Project Management Institute, Inc .: A Guide to the Project Management Body of Knowledge (PMBOK SM Guide). ( Memento from March 20, 2018 in the Internet Archive ) 5th edition. PMI, Newtown Square PA (USA) 2013. ISBN 978-1-935589-67-9 . Retrieved January 13, 2013.
  9. ↑ PMI: Announcement "PMBOK® Guide - Sixth Edition". PMI, September 2017, accessed October 9, 2017 .

Web links