Project Management Body of Knowledge
A Guide to the Project Management Body of Knowledge (PMBOK © Guide)
is a project management standard developed by the nonprofit Project
Management Institute (PMI).
In 1987, PMI published the first PMBOK © in an attempt to document and standardize generally accepted project management information and practices. The current edition, the third edition copyright 2004, was released on October 31 2004 and provides a basic reference for anyone interested in project management. It provides a common lexicon and consistent structure for the field of project management.
The PMBOK Guide is widely accepted to be the standard in project management, although it has its critics: The main thrust of the critique comes from the critical chain (vs. critical path) followers (e.g. Leach). Others consider so-called Agile approaches to software development - such as Scrum, for instance - to be more useful alternatives to master the threads stemming from complexity, unpredictability, and risk in project settlements.
For those dedicated PMI Project Managers, a new standard is developing, Organisational Project Management Maturity Model (OPM3). Containing three interlocking elements - knowledge, assessment, and improvement; the OPM3 standard is similar to the Capability Maturity Model Integration (CMMI) in that it develops upon the model of project management using the PMBOK Guide as the accepted standard.
PMBOK®
The PMBOK is a collection of processes and knowledge areas generally accepted as best practice within the project management discipline.
The PMBOK is an internationally recognised standard (IEEE Std 1490-2003) that provides the fundamentals of project management that are applicable to a wide range of projects, including construction, software, engineering, automotive, etc.
PMBOK recognizes 5 basic process groups and 9 knowledge areas typical of almost all projects. The basic concepts are applicable to projects, programs and operations. The five basic process groups are:
1. Initiating,
2. Planning,
3. Executing,
4. Controlling and Monitoring, and
5. Closing.
Processes overlap and interact throughout a project or phase. Processes are described in terms of:
Inputs (documents, plans, designs, etc.) Tools and Techniques (mechanisms applied to inputs) Outputs (documents, products, etc.)
The nine knowledge areas are:
1. Project Integration Management.
2. Project Scope Management,
3. Project Time Management,
4. Project Cost Management,
5. Project Quality Management,
6. Project Human Resource Management,
7. Project Communications Management,
8. Project Risk Management, and
9. Project Procurement Management.
Each knowledge area contains some or all of the project management processes. For example, Project Procurement Management includes:
1. Plan Purchases and Acquisitions
2. Plan Contracting
3. Request Seller Responses
4. Select Sellers
5. Contract Administration
6. Contract Closure
Although much of PMBOK is unique to project management, some areas overlap with other management disciplines. General management also includes planning, organizing, staffing, executing, and controlling the operations of an organization. Financial forecasting, organizational behavior, and planning techniques also are integral to project management.
Of course, the most important skill for successful project management is communications. Project managers are expected to be in near-continuous communication with all stakeholders.
CAPM and PMP
The Project Management Institute (PMI) is the publisher of PMBOK and offers two levels of certification:
1. A Certified Associate in Project Management (CAPM) has demonstrated a common base of knowledge and terms in the field of project management. It requires either 1500 hours of work on a project team or 23 contact hours of formal education in project management.
2. A Project Management Professional (PMP) has met specific education and experience requirements, has agreed to adhere to a code of professional conduct and has passed an examination designed to objectively assess and measure project management knowledge. In addition, a PMP must satisfy continuing certification requirements or lose the certification.
As of 2006, PMI reported over 220,000 members and about 200,000 Project Management Professionals (PMPs) in 175 countries. Over 40,000 PMP certifications expire annually. A PMP must document ongoing project management experience and education every three years to keep their certification current.
In 1987, PMI published the first PMBOK © in an attempt to document and standardize generally accepted project management information and practices. The current edition, the third edition copyright 2004, was released on October 31 2004 and provides a basic reference for anyone interested in project management. It provides a common lexicon and consistent structure for the field of project management.
The PMBOK Guide is widely accepted to be the standard in project management, although it has its critics: The main thrust of the critique comes from the critical chain (vs. critical path) followers (e.g. Leach). Others consider so-called Agile approaches to software development - such as Scrum, for instance - to be more useful alternatives to master the threads stemming from complexity, unpredictability, and risk in project settlements.
For those dedicated PMI Project Managers, a new standard is developing, Organisational Project Management Maturity Model (OPM3). Containing three interlocking elements - knowledge, assessment, and improvement; the OPM3 standard is similar to the Capability Maturity Model Integration (CMMI) in that it develops upon the model of project management using the PMBOK Guide as the accepted standard.
PMBOK®
The PMBOK is a collection of processes and knowledge areas generally accepted as best practice within the project management discipline.
The PMBOK is an internationally recognised standard (IEEE Std 1490-2003) that provides the fundamentals of project management that are applicable to a wide range of projects, including construction, software, engineering, automotive, etc.
PMBOK recognizes 5 basic process groups and 9 knowledge areas typical of almost all projects. The basic concepts are applicable to projects, programs and operations. The five basic process groups are:
1. Initiating,
2. Planning,
3. Executing,
4. Controlling and Monitoring, and
5. Closing.
Processes overlap and interact throughout a project or phase. Processes are described in terms of:
Inputs (documents, plans, designs, etc.) Tools and Techniques (mechanisms applied to inputs) Outputs (documents, products, etc.)
The nine knowledge areas are:
1. Project Integration Management.
2. Project Scope Management,
3. Project Time Management,
4. Project Cost Management,
5. Project Quality Management,
6. Project Human Resource Management,
7. Project Communications Management,
8. Project Risk Management, and
9. Project Procurement Management.
Each knowledge area contains some or all of the project management processes. For example, Project Procurement Management includes:
1. Plan Purchases and Acquisitions
2. Plan Contracting
3. Request Seller Responses
4. Select Sellers
5. Contract Administration
6. Contract Closure
Although much of PMBOK is unique to project management, some areas overlap with other management disciplines. General management also includes planning, organizing, staffing, executing, and controlling the operations of an organization. Financial forecasting, organizational behavior, and planning techniques also are integral to project management.
Of course, the most important skill for successful project management is communications. Project managers are expected to be in near-continuous communication with all stakeholders.
CAPM and PMP
The Project Management Institute (PMI) is the publisher of PMBOK and offers two levels of certification:
1. A Certified Associate in Project Management (CAPM) has demonstrated a common base of knowledge and terms in the field of project management. It requires either 1500 hours of work on a project team or 23 contact hours of formal education in project management.
2. A Project Management Professional (PMP) has met specific education and experience requirements, has agreed to adhere to a code of professional conduct and has passed an examination designed to objectively assess and measure project management knowledge. In addition, a PMP must satisfy continuing certification requirements or lose the certification.
As of 2006, PMI reported over 220,000 members and about 200,000 Project Management Professionals (PMPs) in 175 countries. Over 40,000 PMP certifications expire annually. A PMP must document ongoing project management experience and education every three years to keep their certification current.