PMBOK 5 Pocket

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A POCKET COMPANION TO PMI’S PMBOK® GUIDE 5TH EDITION

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Other publications by Van Haren Publishing Van Haren Publishing (VHP) specializes in titles on Best Practices, methods and standards within four domains: - IT and IT Management - Architecture (Enterprise and IT) - Business Management and - Project Management Van Haren Publishing offers a wide collection of whitepapers, templates, free e-books, trainer materials etc. in the Van Haren Publishing Knowledge Base: www.vanharen.net for more details. Van Haren Publishing is also publishing on behalf of leading organizations and companies: ASLBiSL Foundation, CA, Centre Henri Tudor, Gaming Works, IACCM, IAOP, IPMA-NL, ITSqc, NAF, Ngi, PMI-NL, PON, The Open Group, The SOX Institute. Topics are (per domain):

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A Pocket Companion to PMI’s

PMBOK® Guide 5th edition

A quick introduction to ‘A Guide to the Project Management Body of Knowledge’ (PMBOK® Guide) “PMI,” “PMP,” and “PMBOK,” are registered marks for the Project Management Institute, Inc.

Anton Zandhuis PMP Paul Snijders PMP Thomas Wuttke PMP

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A Pocket Companion to PMI’s PMBOK® Guide 5th edition PM series Anton Zandhuis Paul Snijders Thomas Wuttke Alfonso Bucero (PM Consulting) Porfirio Chen (PM Consultant) Iain Fraser (Project Plus Ltd) Alfred J. Howard (PM by Pros) Crispin Piney (PMI France Sud) Ray Riedel (HP USA) Rodney Turner (Lille University) Thomas Walenta (IBM Industrial Sector, Automotive & Electronics North) Porfirio Chen (PM Consultant) Iain Fraser (Project Plus Ltd) Thomas Walenta (IBM Industrial Sector, Automotive & Electronics North) Bill Yates (Velociteach) Steve Newton Van Haren Publishing, Zaltbommel, www.vanharen.net 978 90 8753 804 0 978 94 0180 055 6 978 90 8753 016 7 First edition, first impression, December 2009 Second edition, first impression, March 2012 Third edition, first impression, February 2013 Third edition, second impression, November 2013 Third edition, third impression, December 2014 CO2 Premedia, Amersfoort – NL © Van Haren Publishing, 2009, 2013

In this publication illustrations and texts have been reused with permission from: Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI. © 2013 Project Management Institute, Inc. for: Fig. 2.1, 3,1, 3,7, 3.8, 3.9, 3.10, 3.11, Appendix A and the Process overview (table on back inside cover) For any further enquiries about Van Haren Publishing, please send an e-mail to: [email protected] Although this publication has been composed with most care, neither Author nor Editor nor Publisher can accept any liability for damage caused by possible errors and/or incompleteness in this publication. No part of this publication may be reproduced in any form by print, photo print, microfilm or any other means without written permission by the Publisher. Copyright protected. Use is for Single Users only via a VHP Approved License. For information and printed versions please see www.vanharen.net

Contents Preface 1 1.1 1.2 1.3 1.4

Introduction Purpose of this Pocket Companion to PMI’s PMBOK® Guide Practical tips for using this pocket guide Project management and its value Successfully fulfilling your role as project sponsor, project team member or project manager 1.5 FAQ 2

2.1 2.2 2.3 2.4 2.5

The organization behind the PMBOK® Guide – The Project Management Institute (PMI) PMI’s facts and figures Available global standards of PMI Available certifications Geographical representation of PMI and translations Other PMI initiatives

3

The PMBOK® Guide at a glance

3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10

History of the PMBOK® Guide Structure of the PMBOK® Guide Project – program – portfolio Project lifecycle Project phases Project management process groups Stakeholders Organizational structure Project management knowledge areas Project management processes

9 13 13 14 15 17 19

27 27 28 30 31 32 37 37 38 39 42 44 44 46 47 52 53

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4 4.1 4.2 4.3 4.4 4.5 4.6

Project Integration Management Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase

55 57 59 61 61 62 63

5 5.1 5.2 5.3 5.4 5.5 5.6

Project Scope Management Plan Scope Management Collect Requirements Define Scope Create Work Breakdown Structure (WBS) Validate Scope Control Scope

65 66 67 69 71 73 74

6 6.1 6.2 6.3 6.4 6.5 6.6 6.7

Project Time Management Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule

77 78 78 79 81 82 83 87

7 7.1 7.2 7.3 7.4

Project Cost Management Plan Cost Management Estimate Costs Determine Budget Control Costs

89 90 91 93 94

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7

8 8.1 8.2 8.3

Project Quality Management Plan Quality Management Perform Quality Assurance Control Quality

97 98 101 101

9 9.1 9.2 9.3 9.4

Project Human Resource Management Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team

103 104 106 107 109

10 10.1 10.2 10.3

Project Communications Management Plan Communications Management Manage Communications Control Communications

113 114 117 118

11 11.1 11.2 11.3 11.4 11.5 11.6

Project Risk Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Control Risks

119 120 122 124 125 126 127

12 12.1 12.2 12.3 12.4

Project Procurement Management Plan Procurement Management Conduct Procurements Control Procurements Close Procurements

129 131 133 134 136

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13 13.1 13.2 13.3 13.4

Project Stakeholder Management Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Engagement

Appendix A – Glossary About the authors

137 138 140 141 142 143 155

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Preface Billions of dollars are spent globally each year on projects across all industries and sectors. Delivering projects successfully has become essential to an organization’s growth and survival in the long run. Succeeding here is more than coincidence and the effectiveness of one individual project manager. It requires project management knowledge from all project stakeholders and some well-defined processes to ensure real cooperation and drive, in order to make these ‘miracles’ happen. A relatively small change in the mindset and actions of all project stakeholders, thus enabling real cooperation towards the project’s success, will bring a large improvement in continuous successful project delivery. With this pocket companion to PMI’s PMBOK® Guide we want to foster this change. Based on the success of ‘A Pocket Companion to PMI’s PMBOK® Guide’ fourth edition, we had no hesitation in creating a new update, which is fully aligned with the PMBOK® Guide’ fifth edition (2013). If you are already familiar with the PMBOK® Guide, the title of this book, ‘A Pocket Companion to PMI’s PMBOK® Guide’, is setting your expectations. However, if the PMBOK® Guide hasn’t crossed your path yet: The PMBOK® Guide (A Guide to the Project Management Body of Knowledge) is widely recognized as a worldwide standard in project management, confirmed by the fact that nearly four million copies are in circulation. However, this standard is rather voluminous and therefore needs an easily accessible and shortened version, to facilitate an easy adoption by a wider audience. This pocket guide is intended to answer this need, by providing a brief and straightforward introduction and high level summary of the PMBOK® Guide 5th edition. At the individual level, this pocket edition is especially useful for the key stakeholders in projects, which includes project sponsors or program managers, project managers and project team members, as these are the Copyright protected. Use is for Single Users only via a VHP Approved License. For information and printed versions please see www.vanharen.net

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A Pocket Companion to PMI’s PMBOK® Guide 5th edition

key roles we distinguish in this book. It is also useful when acting in a project governance or project supporting role (for example as a member of a Project Management Office, PMO) or as a portfolio manager. It will support all of these project stakeholders in two ways: • Better fulfillment of their role in projects based on an understanding of basic good practices in project management; • Improved application of an organizational-wide shared project management approach. This will become a fundamental tenet for jointly realizing the organizational strategy. At the organizational level it allows for a structured and well supported lifecycle-driven project approach, as well as ensuring all project stakeholders are speaking ‘the same language’. This will improve the practical application of project management processes; understood by all and consistently applied. The flexibility of the concept doesn’t prescribe a rigid structure; it enables all organizations and project teams to adapt it to their level and needs, sometimes referred to as ‘lean project management’. When issuing the PMBOK® Guide, the Project Management Institute (PMI) aimed to create an international guideline in project management. Many project management methods refer to this standard. It is recognized as an ANSI standard for project management processes. The ‘ISO 21500 Guidance on Project Management’ shares the same structure (with only slightly different names) and displays a more than 90% overlap with the processes mentioned in the PMBOK® Guide. Other global standards tend to follow the same direction. The PMBOK® Guide is, therefore, a fundamental input when cooperating in projects and jointly striving for project success.

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Preface

Research confirms that organizational excellence in project management brings clear tangible benefits for organizations which implement projects continuously, in order to keep up with the changing environments and demands. We encourage you, your project management community and project stakeholders collectively, to become familiar with the PMBOK® Guide’s knowledge and processes in order to reap and even increase these benefits.

January 2013, Paul Snijders, PMP Thomas Wuttke, PMP Anton Zandhuis, PMP

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11

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Chapter 1 Introduction 1.1

Purpose of this Pocket Companion to PMI’s PMBOK® Guide

This pocket companion to the PMBOK® Guide is intended as a brief reference to aid in quickly understanding the purpose, background and key elements of the PMBOK® Guide Fifth edition. What is the value of the PMBOK® Guide? The PMBOK® Guide, short for ‘A Guide to the Project Management Body of Knowledge’, is recognized worldwide as a foundational reference for the application of project management knowledge and good practices. The PMBOK® Guide is the oldest and most widely used formal global project management standard. It is issued by the Project Management Institute (PMI,) the world’s leading association for project managers. Research has confirmed that structured application of this knowledge and practices clearly enhances the successful delivery of projects. Project environments that consistently apply this fundamental project management good practice approach not only show better project performance in terms of lower costs and shorter delivery times, but they also demonstrate higher levels of customer satisfaction. The new ISO 21500 global project management standard confirmed the quality of the content of PMI’s PMBOK® Guide, as the structure and high level content of these two standards are fully aligned. So there are a range of benefits to gain from the application of project management good practices, as described in the PMBOK® Guide. When working in a project management environment, which is far more dynamic than ‘normal’ operations, good communication is essential. For this you need ‘one common language’ within your project management Copyright protected. Use is for Single Users only via a VHP Approved License. For information and printed versions please see www.vanharen.net

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A Pocket Companion to PMI’s PMBOK® Guide 5th edition

environment, which is understood by everyone involved, particularly the key-stakeholders of the project. This pocket guide aims to quickly establish a shared vocabulary and terminology on the project management fundamentals and create a common understanding about the basic project management processes and the key roles and responsibilities. What is it not? It is definitely not a ‘project management cookbook’. The project manager and the team remain ultimately responsible for deciding what good practices shall be applied to the specific project at hand, closely cooperating with the project sponsor and the management of the standing organization. At the organizational level this can be enhanced by implementing a project management methodology, based on these good practices. In a nutshell, this pocket book is intended as a key contributor and tangible asset, when introducing and reinforcing concepts of project, program and portfolio management in your organization for improved communication and cooperation. It supports an organizational-wide implementation of a project management culture, bringing you the benefits of ‘the right projects executed right the first time’! In Chapter 3 you will find a more detailed description about the PMBOK® Guide, its fundamental definitions and its structure. In Chapters 4 to 13 we will further detail the areas of project management knowledge and their underlying processes.

1.2 Practical tips for using this pocket guide On the additional cover page attached to the back cover of this book, all knowledge areas and applicable processes and chapter numbers are listed. On the pages of the pocket guide each chapter is recognizable by the

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Introduction

icon representing the applicable knowledge area on the side of the page, enabling you to quickly locate the appropriate topic. Key terms and definitions are explained in a restricted selection from the Glossary of the PMBOK® Guide, in Appendix A.

1.3

Project management and its value

Every organization has its unique culture and faces diverse challenges. Also, organizations start with a different situation and set of problems to be resolved. In order to define the value of project management in that context, we firstly need to define exactly what is meant by project management, as this is a broad concept. Then we can look at the various aspects of project management and show the value associated with each aspect. PMI definition: Project management: is the application of knowledge, skills, tools and techniques to meet project requirements. This is accomplished by the application of project management processes. Research shows that, with the increasing complexity and faster changing environments that businesses are faced with, projects managed by the structural application of good practice-based processes show consistently better performance in areas such as, but not limited to: • ‘Deliver as promised’ by realistic expectation-setting through up-front project definition, planning, and estimation; • Faster delivery through the reuse of common and known project management processes; • Less ‘surprises’ during project execution, utilizing proactive project management processes;

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15

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A Pocket Companion to PMI’s PMBOK® Guide 5th edition

• Improved customer satisfaction and less rework by delivering the right product or service, right, the first time. These opportunities together with the savings offered by organizational project management excellence are all tangible. But the value proposition for project management is much greater and also includes less tangible benefits like: • A highly committed and motivated team that can work together based on a clear goal and through effective communication; • An inspiring project environment with a ‘can-do’ mentality through ambitious yet realistic commitments; • Transparent and improved decision making at all organizational levels through more effective communication. These qualitative benefits will even reinforce the quantitative advantages, which will guarantee that an organization is able to excel. Many organizations have built a good reputation for being able to consistently deliver top quality projects. However, a majority of organizations are still struggling with this. Do you recognize the following characteristics? • Projects mostly deliver late, over-budget, or without meeting the business or functional requirements of the project sponsor and end-users; • Project managers do it ‘their way’ as there are no, or poorly, standards available for project management processes and techniques; • Project management is regarded as an overhead instead of being recognized as providing business value; • The project work undertaken by resources from within the line organization is not specifically planned for as part of the operations planning, but is typically regarded as ‘next to your primary function’; • Project budgets do not include the cost of internal workforce as they are ‘already paid for’; Copyright protected. Use is for Single Users only via a VHP Approved License. For information and printed versions please see www.vanharen.net

Introduction

• There is no overall insight available on all the projects being undertaken in the organization, nor their cost versus the added value (business case); • The required work for managing projects proactively is not included in the project plan; • Projects may be somehow ‘successful’ in the end but only through heavy stress and overtime work. Do you recognize the above? Having disciplined project management is the way to overcome these shortcomings. The value of a good project management practice, using standard project management processes, will enable better communication to deal with contingencies pro-actively. This will substantially and continuously increase the chances of project success. It will establish new management procedures and processes. It will enable you to run your organization as an economic enterprise.

1.4 Successfully fulfilling your role as project sponsor, project team member or project manager Understanding your role in a project and acting accordingly is vital for project success. Therefore we highlight the three key roles which are the major contributors in realizing a successful project: 1. The project sponsor acts as the continuous link between the line organization and the project. It is the sponsor who is responsible at the start for defining the business case for the project; why should we be doing this project; what are the sponsoring organization’s needs? When the project is approved, the project manager takes over the responsibility for ‘delivery of the defined project objective’. The sponsor still fulfills an ever- important role for ensuring the project objective is aligned to the project goal. The sponsor should, amongst other things, ensure that the organization sticks to its initial decisions Copyright protected. Use is for Single Users only via a VHP Approved License. For information and printed versions please see www.vanharen.net

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A Pocket Companion to PMI’s PMBOK® Guide 5th edition

18

2.

3.

regarding goal setting, thus preventing constant priority changes based on daily operational issues. The project sponsor, therefore, plays an important role in ensuring that there is sufficient support from functional and operational management, which in turn fulfills a key role in assigning the appropriate resources to the project team. The sponsor should also support the organization’s readiness to effectively deal with the project objective when it is delivered, as this is where the benefits realization, and therefore increased business value, will start. For realizing this the project sponsor must work closely together with the project manager. The fluent communication between these two roles is crucial for the project and organizational success. The project (management) team member is typically responsible for delivering the expertise and work needed to create the project result. During the initial phases of the project, their focus is on defining the best approach and developing a feasible high-level plan for the project; in other words, the planning. During the execution phases, based on their expertise, they realize the project objective and specific subcomponents. Sufficient representation within the project team of the organization which takes over the responsibilities at the end of the project is essential, in order to ensure the smooth transition of the project objective to the operational or sponsoring organization. The project manager is ultimately responsible for the delivery of the defined project objective. Key elements in this role are stakeholder management, and guiding the project team and the appropriate stakeholders in selecting and applying the right project management processes at the right time. But everything must be undertaken with an eye on the delivery of the project objective. The project manager must take advantage of the project sponsor’s business knowledge and influential position, and escalate all issues or business- related problems that cannot be solved by the project management team.

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Introduction

19

In every project these key roles that are needed for the successful delivery of the project should be clearly described and understood, so that all stakeholders can act accordingly. Figure 1.1 clearly describes the common relationships between the line and project organization, and shows where each role is positioned. FINISH

START Project organization Project manager communication

project charter

Project

management team

project result Users / Support / Maintenance

Project sponsor

Benefits realization

Project initiation Need

Fulfillment Line organization

Figure 1.1 Common relationships between line organization and project organization

1.5

FAQ

We have identified some typical questions one could ask when first confronted with project management or the PMBOK® Guide.

What is a project? PMI definition: A project is a temporary endeavor undertaken to create a unique product, service or result. Copyright protected. Use is for Single Users only via a VHP Approved License. For information and printed versions please see www.vanharen.net

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A Pocket Companion to PMI’s PMBOK® Guide 5th edition

This means: • It has a defined start and end, therefore a project is temporary; • It has a certain ‘volume’ of work which needs some form of organization, otherwise it’s not an endeavor; • It is not business as usual, not following normal procedures, because there is something unique to it; • It creates an end result, being a product, a service or result. There are projects of all types and levels, demanding that project management activities should be geared to the project at hand. But it‘s the organization’s responsibility to first decide if the desired objective should be realized through undertaking a project, and then organizing it accordingly. (PMBOK® Guide Chapter 1.2)

Is ‘project management’ a profession? While there is no agreed definition of a ‘profession’, you could describe it as: ‘A disciplined group of individuals who adhere to defined ethical standards and uphold themselves to the public as having specific knowledge and skills in a generally recognized, organized body of learning, derived from education and training, and who apply this knowledge and these skills in the interest of others.’ With projects getting more and more complex, the demands on a project manager’s competence are also increasing. For example, everyone can apply a bandage to a wound but that does not make everyone a doctor. The need to obtain specific skills, knowledge and education, in order to successfully fulfill the role of project manager, is generally recognized. This is even confirmed in the Academic world where Masters Degrees in Project Management are now available.

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