Section-1 Es en

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Guide to the
RATIONALE FOR
PROJECT MANAGEMENT
( PMBOK Guide ®)
Sixth edition
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Management Institute, Inc., publisher.

Title: The guide to the basics for project management (PMBOK Guide) / Project Management Institute. Other Titles: PMBOK Guide
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TABLE OF CONTENTS
PART 1.
GUIDE RATIONALE FOR PROJECT MANAGEMENT ( PMBOK Guide ®)
1. INTRODUCTION ............................................... .................................................. .......................... 1
1.1 General Description and Purpose of this Guide .......................................... ...................... 1
1.1.1 The Standard for Project Management ........................................ ................ 2

1.1.2 Common procurement vocabulary ............................................. ................................................. 3
1.1.3 Code of Ethics and Professional Conduct ......................................... .................... 3
............................................... 1.2 Assets® ................................................ 4

1.2.1 Projects .............................................. .................................................. .............. 4
1.2.2 The Importance of Project Management ........................................ ........... 10

1.2.3 Relationship between the Project Management Programs,
............................................... portfolios and Operations ...................................eleven
1.2.4 Components Guide ........................................... ......................................... 17

1.2.5 Adjustment .............................................. .................................................. ......... 28
1.2.6 Business Documents Project Management .................................... 29
2. THE OPERATING ENVIRONMENT IN PROJECTS ........................................ ......................... 37
2.1 General Description ............................................... .................................................. ...... 37
2.2 Environmental Factors Enterprise ............................................ ................................ 38

2.2.1 EEFS internal to the organization .......................................... .............................. 38
2.2.2 EEFS outside the organization .......................................... ............................. 39
I
2.3 Process Assets of the Organization .......................................... ........................ 39
2.3.1 Processes, Policies and Procedures .......................................... ...................... 40
Repositories 2.3.2 Knowledge of the Organization ......................................... .. 41
............................................... 2.4 Organizational Systems ............................................. 42

2.4.1 General Description ............................................. .............................................. 42
2.4.2 Governance frameworks of the Organization ......................................... .............. 43
2.4.3 Elements of Management ............................................ ............................................. 44
2.4.4 Types of Organizational Structure ........................................... ....................... Four. Five
3. THE ROLE OF THE DIRECTOR OF THE PROJECT .......................................... ......................................... 51
3.1 General Description ............................................... .................................................. ...... 51
3.2 Definition of a Project Director ........................................... ................................ 52

3.3 The sphere of influence of the Project Director ......................................... ................ 52
3.3.2 Project ............................................. .................................................. ........... 53

3.3.3 The Organization ............................................. .................................................. ... 54
3.3.4 Industry ............................................. .................................................. ......... 55

3.3.5 Professional Discipline ............................................. ........................................... 56
............................................. 3.3.6 Related Disciplines ...................................... 56
3.4 Competencies Project Manager ............................................ .......................... 56

3.4.2 Technical Skills Project Management ......................................... .... 58

3.4.3 Strategic Management Skills and Business ........................................ ... 58
3.4.4 Leadership Skills ............................................ ....................................... 60
3.4.5 Comparison of Leadership and Management .......................................... ................. 64
3.5 Perform Integration .............................................. .................................................. ... 66

3.5.1 Perform Process Integration Level ........................................ ............... 67
3.5.2 Integration cognitively ........................................... .................................. 67
3.5.3 Integration contextually ........................................... ................................ 67
3.5.4 Integration and Complexity ............................................ ..................................... 68
II Table of Contents
4. MANAGEMENT INTEGRATION PROJECT .......................................... .............................. 69
4.1 Develop Project Constitution Act .......................................... ............... 75

4.1.1 Develop the Constitution Act Project: Posts ............................. 77
4.1.2 Develop the Constitution Act Project:
Tools and Techniques ............................................... .................................... 79
4.1.3 Develop the Constitution Act Project: Outputs ............................... 81
4.2 Develop Plan for Project Management ......................................... .............. 82
4.2.1 Developing the Management Plan Project: Posts .......................... 83
4.2.2 Developing the Management Plan Project:
Tools and Techniques ............................................... .................................... 85
4.2.3 Developing the Management Plan Project: Outputs ............................. 86
4.3 Direct and Manage Project Work .......................................... .......................... 90
4.3.1 Direct and Manage Project Work: Inputs ...................................... . 92
4.3.2 Direct and Manage Project Work: Tools and Techniques ............. 94
4.3.3 Direct and Manage Project Work: Outputs ...................................... .... 95
4.4 Manage Project Knowledge ............................................ 98 ............................
4.4.1 Manage Knowledge Project: Posts ........................................ . 100
4.4.2 Manage Knowledge Project: Tools and Techniques .............. 102
4.4.3 Manage Knowledge Project: Outputs ........................................ ... 104
4.5 Monitor and Control Project Work .......................................... ................. 105
4.5.1 Monitor and Control Project Work: Inputs .............................. 107
4.5.2 Monitor and Control Project Work: Tools and
Techniques 110
4.5.3 Monitor and Control Project Work: Outputs ................................ 112
4.6 Perform Integrated Change Control ........................................... ........................ 113
4.6.1 Perform Integrated Change Control: Inputs ...................................... 116
4.6.2 Perform Integrated Change Control: Tools and Techniques ............ 118
4.6.3 Perform Integrated Change Control: Outputs ....................................... .. 120
4.7 Close Project or Phase ............................................ ................................................. 121

4.7.1 Close Project or Phase: Inputs ........................................ ........................ 124
4.7.2 Close Project or Phase: Tools and Techniques ...................................... 126
4.7.3 Close Project or Phase: Outputs ........................................ ........................... 127
III
5. PROJECT SCOPE MANAGEMENT ........................................... ..................................... 129
5.1 Scope Management Plan ............................................ ..................................... 134

5.1.1 Scope Management Planning: Inputs ........................................ ............ 135
5.1.2 Scope Management Plan: Tools and Techniques .......................... 136
5.1.3 Scope Management Planning: Outputs ........................................ ............... 137
............................................... 5.2 Collect Requirements .................................................. ... 138
5.2.1 Collect Requirements: Inputs ........................................... ............................. 140
5.2.2 Collect Requirements: Tools and Techniques ......................................... .... 142
5.2.3 Collect Requirements: Outputs ........................................... ............................... 147
5.3 Define Scope .............................................. .................................................. ......... 150

5.3.1 Define Scope: Inputs .......................................... .................................. 152
5.3.2 Define Scope: Tools and Techniques ........................................ .......... 153
5.3.3 Define Scope: Outputs .......................................... ..................................... 154
5.4 Create WBS / WBS ............................................ .................................................. ........... 156
5.4.1 Create WBS / WBS: Inputs ........................................ .................................... 157
5.4.2 Create WBS / WBS: Tools and Techniques ...................................... ............ 158
5.4.3 Create WBS / WBS: Outputs ........................................ ....................................... 161
Validate 5.5 Scope .............................................. .................................................. ......... 163

Validate 5.5.1 Scope: Inputs .......................................... .................................. 165
Validate 5.5.2 Scope: Tools and Techniques ........................................ .......... 166
Validate 5.5.3 Scope: Outputs .......................................... 166 ....................................
5.6 Control Scope .............................................. .................................................. ..... 167

5.6.1 Control Scope: Inputs .......................................... .............................. 169
5.6.2 Control Scope: Tools and Techniques ........................................ ...... 170
5.6.3 Control Scope: Outputs .......................................... ................................. 170
6. MANAGEMENT PROJECT TIMELINE ........................................... ............................ 173

6.1 Schedule Management Plan ............................................ .............................. 179
6.1.1 Schedule Management Plan: Inputs ........................................ ..... 180
6.1.2 Schedule Management Plan: Tools and Techniques ................... 181
6.1.3 Schedule Management Plan: Outputs ........................................ ........ 181
6.2 Define Activities .............................................. .................................................. . 183
6.2.1 Define Activities: Inputs .......................................... .......................... 184
IV Table of Contents
6.2.2 Define Activities: Tools and Techniques ........................................ .. 184
6.2.3 Define Activities: Outputs .......................................... ............................. 185
6.3 Sequence Activities .............................................. ............................................ 187

6.3.1 Sequence Activities: Inputs .......................................... ................... 188
6.3.2 Sequence Activities: Tools and Techniques ................................... 189
6.3.3 Sequence Activities: Outputs .......................................... ...................... 194
6.4 Estimate Activity Duration ........................................... ............................ 195

6.4.1 Estimate Activity Durations: Inputs ....................................... ... 198
6.4.2 Estimate Activity Durations: Tools and Techniques ................ 200
6.4.3 Estimate Activity Durations: Outputs ....................................... ..... 203
6.5 Develop Schedule .............................................. ............................................. 205
6.5.1 Develop Schedule: Posts .......................................... .................... 207
6.5.2 Develop Schedule: Tools and Techniques .................................... 209
6.5.3 Develop Schedule: Outputs .......................................... ...................... 217
6.6 Control Schedule .............................................. ................................................ 222
6.6.1 Control Schedule: Posts .......................................... ....................... 224
6.6.2 Control Schedule: Tools and Techniques ....................................... 226
6.6.3 Control Schedule: Outputs .......................................... ......................... 228
7. MANAGEMENT PROJECT COST .......................................... ................................... 231

7.1 Planning Cost Management ........................................... ................................... 235
7.1.1 Planning Cost Management: Posts ....................................... .......... 236
7.1.2 Planning Cost Management: Tools and Techniques ....................... 237
7.1.3 Planning Cost Management: Outputs ....................................... ............. 238
7.2 Estimate Costs .............................................. .................................................. ........ 240

7.2.1 Estimate Costs: Posts .......................................... ................................. 241
7.2.2 Estimate Costs: Tools and Techniques ........................................ ......... 243
7.2.3 Estimate Costs: Outputs .......................................... ................................... 246
7.3 Determine Budget .............................................. ............................................ 248

7.3.1 Determine Budget: Inputs .......................................... .................... 250
7.3.2 Determine Budget: Tools and Techniques ................................... 252
7.3.3 Determine Budget: Outputs .......................................... ...................... 254
V
.............................................. 7.4 Control Costs .................................................. ..... 257
7.4.1 Control Costs: Posts .......................................... .............................. 259
7.4.2 Control Costs: Tools and Techniques ........................................ ...... 260
7.4.3 Control Costs: Outputs .......................................... ................................. 268
8. QUALITY MANAGEMENT PROJECT .......................................... .................................... 271
8.1 Plan Quality Management ........................................... .................................... 277

Planning 8.1.1 Quality Management: Posts ....................................... ........... 279
Planning 8.1.2 Quality Management: Tools and Techniques ........................ 281
Planning 8.1.3 Quality Management: Outputs ....................................... ............. 286
.............................................. 8.2 Manage Quality .................................................. ..... 288

8.2.1 Managing Quality: Posts .......................................... .............................. 290
8.2.2 Managing Quality: Tools and Techniques ........................................ ...... 292
8.2.3 Managing Quality: Outputs .......................................... ................................. 296
8.3 Quality Control .............................................. .................................................. ...... 298

8.3.1 Quality Control: Posts .......................................... ............................... 300
8.3.2 Quality Control: Tools and Techniques ........................................ ....... 302
8.3.3 Quality Control: Outputs .......................................... ................................. 305
9. RESOURCE MANAGEMENT PROJECT .......................................... .............................. 307
9.1 Resource Management Plan ............................................ .................................... 312

9.1.1 Resource Management Planning: Inputs ........................................ ........... 314
9.1.2 Resource Management Plan: Tools and Techniques ......................... 315
9.1.3 Resource Management Planning: Outputs ........................................ .............. 318
9.2 Estimate Activity Resources ........................................... ......................... 320

9.2.1 Estimate Activity Resources: Inputs ....................................... . 322
9.2.2 Estimate Activity Resources: Tools and Techniques ............. 324
9.2.3 Estimate Activity Resources: Outputs ....................................... ... 325
............................................... 9.3 Acquire Resources .................................................. ........ 328
9.3.1 Acquiring Resources: Posts ........................................... ................................. 330
9.3.2 Acquiring Resources: Tools and Techniques ......................................... ......... 332
9.3.3 Acquiring Resources: Outputs ........................................... ................................... 333
SAW Table of Contents

9.4 Develop Team .............................................. .................................................. .... 336
9.4.1 Develop Team: Posts .......................................... ............................. 339
9.4.2 Develop Team: Tools and Techniques ........................................ ..... 340
9.4.3 Develop Team: Outputs .......................................... ................................ 343
9.5 .............................................. lead the team .................................................. ............ 3. 4. 5
9.5.1 Leading Team: Posts .......................................... ..................................... 347

9.5.2 Direct Team: Tools and Techniques ........................................ ............. 348
9.5.3 Direct Team: Outputs .......................................... ........................................ 350
9.6 Controlling Resources .............................................. .................................................. . 352
9.6.1 Control Resources: Posts .......................................... .......................... 354

9.6.2 Control Resources: Tools and Techniques ........................................ .. 356
9.6.3 Control Resources: Outputs .......................................... ............................. 357
10. COMMUNICATIONS MANAGEMENT PROJECT .......................................... ................ 359
Planning 10.1 Communications Management ........................................... ................. 366

10.1.1 Management Plan Communications: Inputs ............................... 368
10.1.2 Planning Communications Management:
Tools and Techniques ............................................... ................................ 369
10.1.3 Management Plan Communications: Outputs .................................. 377
10.2 Manage Communications .............................................. ..................................... 379
10.2.1 Manage Communications: Posts .......................................... ............ 381
10.2.2 Manage Communications: Tools and Techniques ........................... 383
10.2.3 Manage Communications: Outputs .......................................... .............. 387
10.3 Monitor Communications .............................................. .................................. 388

10.3.1 monitor communications: Posts .......................................... ......... 390
10.3.2 Monitor Communications: Tools and Techniques ......................... 391
10.3.3 Communications Monitor: Outputs .......................................... ............ 392
11. RISK MANAGEMENT PROJECT .......................................... ................................ 395

11.1 Plan Risk Management ........................................... ............................... 401
11.1.1 Plan Risk Management: Posts ....................................... ...... 402
11.1.2 Plan Risk Management: Tools and Techniques ................... 404
11.1.3 Plan Risk Management: Outputs ....................................... ......... 405
VII
.............................................. 11.2 Identify Risks .................................................. 409
11.2.1 Identify Risks: Posts .......................................... ......................... 411
11.2.2 Identify Risks: Tools and Techniques ........................................ 414
11.2.3 Identify Risks: Outputs .......................................... ........................... 417
11.3 Perform Qualitative Risk Analysis ........................................... .................... 419
11.3.1 Perform Qualitative Risk Analysis: Inputs .................................. 421
11.3.2 Perform Qualitative Risk Analysis: Tools and Techniques ........ 422
11.3.3 Perform Qualitative Risk Analysis: Outputs ..................................... 427
11.4 Perform Quantitative Risk Analysis ........................................... .................. 428
11.4.1 Perform Quantitative Risk Analysis: Inputs ................................ 430
11.4.2 Perform Quantitative Risk Analysis: Tools and Techniques ...... 431
11.4.3 Perform Quantitative Risk Analysis: Outputs ................................... 436
11.5 Plan Risk Response to ........................................... ............................. 437
11.5.1 Plan Risk Response to: Posts ....................................... .... 439
11.5.2 Planning Risk Response: Tools and Techniques ................ 441
11.5.3 Planning risks Response: Outputs ....................................... ...... 447
11.6 Implement Response to Risks ........................................... ....................... 449
11.6.1 Implementing a Risk Response: Posts ..................................... 450
11.6.2 Implement Response to Risks: Tools and Techniques ........... 451
11.6.3 Implement Response to Risks: Outputs ....................................... . 451
11.7 Risk Monitoring .............................................. ................................................ 453
11.7.1 Risk Monitoring: Posts .......................................... ........................ 455
11.7.2 Risk Monitoring: Tools and Techniques ....................................... 456
11.7.3 Monitor Risks: Outputs .......................................... .......................... 457
12. MANAGEMENT Project Procurement .......................................... .................... 459

12.1 Management Planning Project Procurement ......................................... .. 466
12.1.1 Management Planning Project Procurement: Posts .............. 468
12.1.2 Management Planning Project Procurement: Tools and Techniques
................................... ............................................ 472
12.1.3 Management Planning Project Procurement: Departures ................ 475
VIII Table of Contents

12.2 Conduct Procurements .............................................. ........................................... 482
12.2.1 Conduct Procurements: Inputs .......................................... .................. 484
12.2.2 Conduct Procurements: Tools and Techniques ................................. 487
12.2.3 Conduct Procurements: Outputs .......................................... .................... 488
12.3 Controlling Acquisitions .............................................. ......................................... 492

12.3.1 Controlling Acquisitions: Inputs .......................................... ................ 495
12.3.2 Controlling Acquisitions: Tools and Techniques ................................ 497
12.3.3 Procurement Control: Outputs .......................................... ................... 499
13. MANAGEMENT PROJECT .......................................... INTERESTED ....................... 503
13.1 Identify Stakeholders ............................................. ......................................... 507

13.1.1 Identify Stakeholders: Posts ......................................... ................ 509
13.1.2 Identify Stakeholders: Tools and Techniques ............................... 511
13.1.3 Identify Stakeholders: Outputs ......................................... ................... 514
13.2 Planning stakeholder involvement ........................................... ........... 516

13.2.1 Planning stakeholder involvement: Posts ......................... 518
13.2.2 Planning stakeholder involvement:
13.2.3 Planning Involving Stakeholders: Outputs ........................... 522
13.3 Manage Stakeholder Involvement ........................................... ........... 523
13.3.1 Manage Stakeholder Involvement: Posts ......................... 525
13.3.2 Manage Stakeholder Involvement:
13.3.3 Manage Stakeholder Involvement: Departures ........................... 528
13.4 Monitor stakeholder involvement ........................................... ........ 530
13.4.1 Monitor stakeholder involvement: Posts ...................... 532
13.4.2 Monitor stakeholder involvement:
13.4.3 Monitor stakeholder involvement: Departures ......................... 535
REFERENCES ................................................. .................................................. .......................... 537
IX
PART 2.
STANDARD FOR PROJECT MANAGEMENT
1. INTRODUCTION ............................................... .................................................. ...................... 541
1.1 Projects and Project Management ............................................ ................................ 542
1.2 Relations between Portfolio, Program and Project .......................................... ...... 543
1.3 Linking Organizational Governance and Governance Project ..................... 545

1.4 Project Success and Benefits Management .......................................... ....................... 546
1.5 The Project Life Cycle ........................................... ............................................. 547
Project Stakeholders 1.6 .............................................. ................................................ 550
1.7 Role of Project Manager ............................................ ........................................... 552
1.8 Knowledge Areas Project Management ......................................... ....... 553

1.9 Process Groups Project Management ......................................... ............. 554
1.10 Environmental Factors and Business Process Assets of the Organization ....................................
.................................................. ................ 557
1.11 Adapt project objects ............................................ ................................... 558
2. Process Group HOME ........................................... ................................................. 561

2.1 Develop Project Constitution Act .......................................... ............. 563
2.2 Identify Stakeholders ............................................. ........................................... 563
2.2.1 Components Management Plan Project ................................... 564
2.2.2 Examples of Project Documents .......................................... ................. 564
2.2.3 Plan Updates Project Management ................................. 564
2.2.4 Updates to the Project Documents ......................................... ... 564
3. PLANNING PROCESS GROUP ........................................... ................................. 565

3.1 Develop Plan for Project Management ......................................... ............ 567
3.2 Scope Management Plan ............................................ ..................................... 567
............................................... 3.3 Collect Requirements .................................................. ... 568

X Table of Contents
3.4 Define Scope .............................................. .................................................. ......... 569
3.5 Create WBS / WBS ............................................ .................................................. ........... 570

3.6 Schedule Management Plan ............................................ .............................. 571
3.7 Define Activities .............................................. .................................................. . 572
3.8 Sequence Activities .............................................. ............................................ 573
3.9 Estimate Activity Duration ........................................... ............................ 574
3.10 Develop Schedule .............................................. ........................................... 575
3.10.1 Components Management Plan Project ................................. 575
3.10.2 Examples of Project Documents .......................................... ............... 576
3.10.3 Plan Updates Project Management ............................... 576
3.10.4 Updates to the Project Documents ......................................... . 576
3.11 Planning Cost Management ........................................... ................................. 577
XI
3.12 Estimate Costs .............................................. .................................................. ...... 577
3.13 Determine Budget .............................................. .......................................... 578
3.14 Planning Quality Management ........................................... .................................. 580
3.15 Planning Resource Management ............................................ .................................. 581

3.15.2 Project Documents ............................................ .................................. 582
3.16 Estimate Activity Resources ........................................... ....................... 582
3.17 Planning Communications Management ........................................... ................. 584
3.18 Planning Risk Management ........................................... ............................... 585
XII Table of Contents

3.19 Identify Risks .............................................. .................................................. 586
3.20 Perform Qualitative Risk Analysis ........................................... .................... 588
3.21 Perform Quantitative Risk Analysis ........................................... .................. 589
3.22 Planning for Risk Response ........................................... ............................. 590
3.23 Planning Procurement Management ........................................... ..................... 592
3.24 Planning stakeholder involvement ........................................... ........... 594
4. IMPLEMENTATION PROCESS GROUP ........................................... ........................................ 595
4.1 Direct and Manage Project Work .......................................... ........................ 597

XIII
4.2 Managing Knowledge Project ............................................ .......................... 598
4.2.2 Project Documents ............................................ .................................... 599
.............................................. 4.3 Manage Quality .................................................. ..... 599
............................................... 4.4 Acquire Resources .................................................. ........ 601

4.5 Develop Team .............................................. .................................................. .... 602
4.6 lead the team .............................................. .................................................. ............ 604
4.7 Manage Communications .............................................. ....................................... 605
XIV Table of Contents

4.8 Implement Response to Risks ........................................... ......................... 607
Conduct Procurements 4.9 .............................................. ............................................. 608
4.10 Managing Stakeholder Participation ........................................... ................ 610
5. Process Group Monitoring and Control ......................................... ..................... 613

5.1 Monitor and Control Project Work .......................................... ................. 615
5.2 Perform Integrated Change Control ........................................... ........................ 616
Validate 5.3 Scope .............................................. .................................................. ......... 618
XV
5.4 Control Scope .............................................. .................................................. ..... 619
.............................................. 5.5 Control Schedule ................................................ 621
.............................................. 5.6 Control Costs .................................................. ..... 622
5.7 Quality Control .............................................. .................................................. ...... 624
.............................................. 5.8 Controlling Resources .................................................. . 625

5.9 Monitoring Communications .............................................. .................................... 627
XVI Table of Contents

5.10 monitor risks .............................................. ................................................ 628
5.11 Controlling Acquisitions .............................................. ......................................... 629
5.12 Monitor stakeholder involvement ........................................... ........ 631
6. Closing Process GROUP ........................................... ............................................... 633

6.1 Close Project or Phase ............................................ ................................................. 634
XVII
PART 3.
Appendixes, glossary and index
APPENDIX X1
CHANGES IN SIXTH EDITION ............................................. .................................................. 639
APPENDIX X2
CONTRIBUTORS AND REVIEWERS OF PMBOK GUIDE ® -SEXTA EDITION ........................ 651
APPENDIX X3
AGILE PROJECT ENVIRONMENTS, Iterative, ADAPTIVE AND HYBRIDS ......................... 665
APPENDIX X4
SUMMARY OF KEY CONCEPTS FOR KNOWLEDGE AREAS ................................ 673
APPENDIX X5
SUMMARY OF CONSIDERATIONS FOR ADAPTATION
AREAS OF KNOWLEDGE .............................................. .................................................. . 680
APPENDIX X6
TOOLS AND TECHNIQUES ............................................... .................................................. .... 686
GLOSSARY ................................................. .................................................. ................................ 696
XVIII
INDEX OF TABLES AND FIGURES
PART 1.
GUIDE RATIONALE FOR PROJECT MANAGEMENT ( PMBOK Guide ®)
Figure 1-1. State Transition of an organization through a project ................ 6
Graphic 1-2. Project Initiation context of ............................................. ...................... 8
Figure 1-3. Portfolio, Programs, Projects and Operations ........................................... .. 12
Figure 1-4. Organizational Project Management .............................................. .............. 17
Graphic 1-5. Interrelationship between the key components of Projects PMBOK Guide ® ..................................................
.................................... 18
Figure 1-6. Process Example: Inputs, Tools & Techniques, and Outputs ............... 22
Graphic 1-7. Flow Data and Information Project Reports ...................................... 27
Figure 1-8. Interrelationship between Needs Assessment

and Business Critical Documents / Project .......................................... .. 30
Figure 2-1. Project influences ............................................... ..................................... 37
Figure 3-1. Example of the sphere of influence of the Project Director .......................... 53
Graphic 3-2. Triangle Talent PMI ® .................................................. ................... 57
Figure 4-1. Overview Management Project Integration .................. 71
Figure 4-2. Develop the Constitution Act Project: Inputs, Tools & Techniques, and Outputs
.................................. ................................ 75
Figure 4-3. Develop the Constitution Act Project: data flow diagram .....................................
.................................................. ........ 76
Figure 4-4. Developing the Management Plan Project: Inputs, Tools & Techniques, and Outputs
................................. ................................. 82
XIX
Exhibit 4-5. Developing the Plan for Project Management: data flow diagram ....................................
.................................................. ......... 82
Exhibit 4-6. Direct and Manage Project Work: Inputs,

Tools & Techniques, and Outputs ............................................ ...................... 90
Graphic 4-7. Direct and Manage Project Work: data flow diagram ........ 91
Graphic 4-8. Managing Knowledge Project: Inputs, Tools & Techniques, and Outputs
.................................... .................................................. ... 98
Chart 4-9. Managing Knowledge Project: data flow diagram ........... 99
Chart 4-10. Monitor and Control Project Work: Inputs,

Tools & Techniques, and Outputs ............................................ .................... 105
Chart 11.04. Monitor and Control Project Work: Diagram

.............................................. Data Flow ............................................... 106
Chart 4-12. Perform Integrated Change Control: Inputs, Tools

Techniques, and Outputs ............................................. .......................................... 113
Chart 4-13. Perform Integrated Change Control: Data Flow Diagram ....... 114
Chart 4-14. Close Project or Phase: Inputs, Tools & Techniques, and Outputs ........ 121
Chart 4-15. Close Project or Phase: data flow diagram ................................. 122
Graphic 5-1. General Description of Project Scope Management ........................ 130
Chart 5-2. Scope Management Plan: Inputs, Tools & Techniques, and Outputs ....................................
.................................................. ..................... 134
Graphic 5-3. Scope Management plan: data flow diagram ..................... 134
Chart 5-4. Collect Requirements: Inputs, Tools & Techniques, and Outputs ........... 138
Graphic 5-5. Collect Requirements: data flow diagram ........................................ 139
Graphic 5-6. ............................................... context diagrams .................................... 146
Graphic 5-7. Example of a Matrix Requirements Traceability ................................... 149
Graphic 5-8. Define Scope: Inputs, Tools & Techniques, and Outputs ................ 150
Graphic 5-9. Define Scope: data flow diagram ......................................... .... 151
Chart 5-10. Create WBS / WBS: Inputs, Tools & Techniques, and Outputs ................ 156
Chart 11.05. Create WBS / WBS: data flow diagram ....................................... ...... 156
XX Index Tables and Figures

Chart 05.12. Example of an EDT / WBS broken down to the level of work packages ....................................
.................................................. .................. 158
Chart 5-13. Example of an EDT / WBS organized Phased ......................................... .. 159
Figure 5-14. Example of EDT / WBS based Deliverable Main ................ 160
Chart 5-15. Validate Scope: Inputs, Tools & Techniques, and Outputs ................ 163
Chart 5-16. Validate Range: data flow diagram ......................................... ... 164
Chart 5-17. Control Scope: Inputs, Tools & Techniques, and Outputs ............ 167
Chart 5-18. Control Scope: data flow diagram ......................................... 168
Graphic 6-1. General Description of Project Schedule Management ................. 174
Graphic 6-2. General description Programming ............................................. .......... 176
Graphic 6-3. Schedule Management Plan: Inputs, Tools & Techniques, and Outputs
.................................... .................................................. . 179
Graphic 6-4. Schedule Schedule Management: data flow diagram ............. 179
Chart 6-5. Define Activities: Inputs, Tools & Techniques, and Outputs ........ 183
Chart 6-6. Define Activities: data flow diagram ..................................... 183
Figure 6-7. Sequence Activities: Inputs, Tools & Techniques, and Outputs 187 ......
Graphic 6-8. Sequence Activities: data flow diagram ............................. 187
Graphic 6-9. Types Relations Precedence Diagramming Method (PDM) ...... 190
Chart 6-10. Examples Leads and Lags ............................................. ..................... 192
Chart 6-11. Network Diagram project schedule. ........................................... 193
Chart 6-12. Estimating Activity Durations: Inputs, Tools & Techniques, and Outputs
................................... .................................................. .. 195
Chart 6-13. Estimating Activity Duration: data flow diagram .......... 196
Figure 6-14. Develop Schedule: Inputs, Tools & Techniques,

and outputs ................................................ .................................................. ......... 205
Chart 6-15. Develop Schedule: data flow diagram .............................. 206
Chart 6-16. Example critical path method ........................................... .................. 211
Chart 6-17. Resource leveling ............................................... .................................... 212
XXI
Chart 6-18. Example Probability Distribution for Milestone Objective .................... 214
Chart 6-19. Comparison schedule compression ........................................... 215
Chart 6-20. Relationship between Product Vision, Planning Releases

Planning and Iterations .............................................. ........................... 216
Chart 6-21. Representations-project schedule 219 Examples ........................
Chart 6-22. Control Schedule: Inputs, Tools & Techniques, and Outputs ......... 222
Chart 6-23. Control Schedule: data flow diagram ................................. 223
Chart 6-24. Pending chart Iteration ........................................... Work ....... 226
Figure 7-1. Overview of Cost Management Project ..................... 232
Figure 7-2. Planning Cost Management: Inputs, Tools & Techniques, and Outputs
................................... .................................................. .. 235
Graphic 7-3. Planning Cost Management: data flow diagram .................. 235
Graphic 7-4. Estimate Costs: Inputs, Tools & Techniques, and Outputs ............... 240
Graphic 7-5. Estimate Costs: data flow diagram ......................................... .. 240
Graphic 7-6. Determine Budget: Inputs, Tools

Graphic 7-7. Determine Budget: data flow diagram .............................. 249
Figure 7-8. Components Project Budget ............................................. ..... 255
Graphic 7-9. Baseline Cost, Expenses and Financing Requirements ...................... 255
Chart 7-10. Control Costs: Inputs, Tools & Techniques, and Outputs ............ 257
Chart 7-11. Controlling costs: data flow diagram ......................................... 258
Chart 7-12. Earned Value, Planned Value and Actual Costs .......................................... . 264
Chart 7-13. Performance Index Complete Work (TCPI). ............................... 268
Graphic 8-1. Overview Quality Management Project ...................... 272
Graphic 8-2. Interrelations Main Process Quality Management Project .......................................

.................................................. ............ 273
Graphic 8-3. Planning Quality Management: Inputs, Tools & Techniques, and Outputs
................................... .................................................. .. 277
Graphic, 8-4. Planning Quality Management: data flow diagram .................. 278
XXII Index Tables and Figures

Graphic 8-5. Cost of Quality .............................................. ............................................ 283
Graphic 8-6. The SIPOC Model ............................................... ................................................ 285
Graphic 8-7. Quality management: Inputs, Tools & Techniques, and Outputs ............ 288
Graphic 8-8. Quality management: data flow diagram ......................................... 289
Figure 8-9. Cause and Effect diagram ............................................. .............................. 294
Chart 8-10. Quality control: Inputs, Tools & Techniques, and Outputs ............. 298
Chart 8-11. Quality control: data flow diagram ......................................... 299
Chart 8-12. ............................................... checksheets ........................................ 302
Graphic 9-1. Overview Resource Management Project ................. 308
Chart 09.02. Resource Management Planning: Inputs, Tools & Techniques, and Outputs
.................................... .................................................. . 312
Chart 9-3. Planning Resource Management: Data Flow Diagram ................... 313
Graphic 9-4. Example RACI diagram .............................................. ................................ 317
Graphic 9-5. Estimate Activity Resources: Inputs, Tools & Techniques, and Outputs
................................... .................................................. .. 321
Graphic 9-6. Estimate Activity Resources: Data Flow Diagram ........ 321
Graphic 9-7. Example Structure Resource Breakdown ........................................... 327
Graphic 9-8. Acquiring Resources: Inputs, Tools & Techniques, and Outputs ................ 328
Graphic 9-9. Acquiring Resources: data flow diagram .......................................... .. 329
Chart 9-10. Develop Team: Inputs, Tools & Techniques, and Outputs ........... 336
Graphic 9/11. Develop Team: data flow diagram ....................................... 337
Chart 9-12. Team lead: Inputs, Tools & Techniques, and Outputs ................... 345
Chart 9-13. Team lead: data flow diagram ......................................... ....... 346
Chart 9-14. Resource control: Inputs, Tools & Techniques, and Outputs ........ 352
Chart 9-15. Resource control: data flow diagram .................................... 353
Chart 10-1. General Description of Project Communications ............................ 360
Chart 10-2. Management Plan Communications: Inputs, Tools

XXIII
Chart 10-3. Planning Communications Management: Diagram
.............................................. Data Flow ............................................... 367
Chart 10-4. Communication Model for Intercultural Communication ...................... 373
Chart 10-5. Manage Communications: Inputs, Tools

Chart 10-6. Manage communications: data flow diagram ........................ 380
Chart 10-7. Monitor communications: Inputs, Tools

Chart 10-8. Monitor communications: data flow diagram ...................... 389
Chart 11-1. Overview of Risk Management Project .................... 396
Figure 11-2. Plan Risk Management: Inputs, Tools

Chart 11-3. Plan Risk Management: data flow diagram ................ 402
Figure 11-4. Extract from a Breakdown Structure Risk

(RBS) Sample ............................................. ................................................ 406
Figure 11-5. Example Matrix Probability and Impact with Scheme ....................................... Score
.................................................. ......... 408
Chart 11-6. Identify Risks: Inputs, Tools & Techniques, and Outputs ......... 409
Chart 11-7. Identify risks: data flow diagram ..................................... 410
Chart 11-8. Perform Qualitative Risk Analysis: Inputs,

Chart 11-9. Perform Qualitative Risk Analysis: Diagram

.............................................. Data Flow ............................................... 420
Graphic 11-10. Example bubble graph showing Detectability,

Proximity and impact value ............................................ ...................... 426
Graphic 11-11. Perform Quantitative Risk Analysis: Inputs,

Graphic 11-12. Perform Quantitative Risk Analysis: Diagram

.............................................. Data Flow ............................................... 429
Figure 11-13. Example S Curve Quantitative Risk Analysis Cost ............. 433
XXIV Index Tables and Figures

Graphic 11-14. Example diagram Tornado ............................................. ...................... 434
Graphic 11-15. Example Decision Tree ............................................. ......................... 435
Graphic 11-16. Planning Risk Response: Inputs, Tools

Graphic 11-17. Planning Risk Response: data flow diagram ............. 438
Graphic 11-18. Implementing Risk Response: Inputs,

Graphic 11-19. Implementing Risk Response: Data Flow Diagram ........ 449
Graphic 11-20. Risk Monitoring: Inputs, Tools & Techniques, and Outputs ....... 453
Graphic 11-21. Monitor risks: data flow diagram .................................... 454
Chart 12-1 Overview of Procurement Management Project ......... 460
Chart 12-2. Management Planning Project Procurement: Inputs,

Chart 12-3. Management Planning Project Procurement: Diagram

.............................................. Data Flow ............................................... 467
Chart 12-4. Conduct Procurements: Inputs, Tools

Chart 12-5. Conduct Procurements: data flow diagram .............................. 483
Chart 12-6. Controlling Acquisitions: Inputs, Tools

Chart 12-7. Acquisitions control: data flow diagram ............................. 493
Figure 13-1. Overview Management project stakeholders ............. 504
Chart 13-2. Identify Stakeholders: Inputs, Tools

Chart 13-3. Identify stakeholders: data flow diagram ............................ 508
Chart 13-4. Planning stakeholder involvement: Posts,

Chart 13-5. Planning stakeholder involvement: Diagram

.............................................. Data Flow ............................................... 517
Chart 13-6. Assessment Matrix stakeholder involvement ...................... 522
XXV
Chart 13-7. Managing stakeholder involvement: Posts,
Chart 13-8. Managing stakeholder involvement: Diagram

.............................................. Data Flow ............................................... 524
Chart 13-9. Monitor stakeholder involvement: Posts,

Graphic 13-10. Monitor stakeholder involvement: Diagram

.............................................. Data Flow ............................................... 531
Table 1-1. Examples of factors that lead to the creation of a project .................. 9
Table 1-2. Comparative presentation of Portfolio, Program and Project ................ 13
Table 1-3. Description of Key Components PMBOK Guide ® ..................... 18
Table 1-4. Correspondence between Process Groups and Knowledge Areas Project Management
.................................... ......................................... 25
Table 1-5. Business Documents Project ............................................. ................. 29
Table 2-1. Organizational Structure Influences on Projects ........................ 47
Table 3-1. Comparison between team management and team leadership .................... 64
Table 4-1. Plan for Project Management and Project Documents .................... 89
Table 5-1. Elements of the Constitution Act Project and Project Scope Statement
.................................... ............................................. 155
Table 7-1. Summary Table Earned Value calculations ......................................... 267
Table 11-1. Example Definitions for Probability and Impact ................................ 407
Table 12-1. Documentation comparison Acquisitions ............................. 481
PART 2.
STANDARD FOR PROJECT MANAGEMENT
Figure 1-1. Example Interfaces between Project Management, Program Management and Portfolio
Management ................................ ................... 544
Graphic 1-2. Generic representation Lifecycle of a Project .......................... 548
XXVI Index Tables and Figures

Figure 1-3. Impact of time-varying ........................................... ................ 549
Figure 1-4 Examples of project stakeholders ............................................. ............... 551
Graphic 1-5. Example Interactions Process Groups within a Project or Phase

.................................... ................................................. 555
Figure 2-1. Project limits ............................................... ......................................... 562
Graphic 2-2. Process Group Home ............................................. .............................. 562
Graphic 2-3. Develop the Constitution Act Project: Inputs and Outputs .......... 563
Figure 2-4. Identify Stakeholders: Inputs and Outputs .......................................... . 563
Figure 3-1. Planning Process Group ............................................. .................. 566
Graphic 3-2. Developing the Plan for Project Management: Inputs and Outputs ........ 567
Figure 3-3. Scope Management Plan: Inputs and Outputs .................................... 567
Figure 3-4. Collect Requirements: Inputs and Outputs ............................................ ........... 568
Figure 3-5. Define Scope: Inputs and Outputs ........................................... ................. 569
Figure 3-6. Create WBS / WBS: Inputs and Outputs ......................................... ................... 570
Figure 3-7. Schedule Management Plan: Inputs and Outputs ............................ 571
Graphic 3-8. Define Activities: Inputs and Outputs ........................................... ......... 572
Chart 3-9. Sequence Activities: Inputs and Outputs ........................................... . 573
Chart 3-10. Estimating Activity Durations: Inputs and Outputs ......................... 574
Chart 3-11. Develop Schedule: Inputs and Outputs ........................................... .. 575
Chart 3-12. Planning Cost Management: Inputs and Outputs ................................. 577
Chart 3-13. Estimate Costs: Inputs and Outputs ........................................... ............... 577
Chart 3-14. Determine Budget: Inputs and Outputs ........................................... .. 579
Chart 3-15. Planning Quality Management: Inputs and Outputs ................................. 580
Chart 3-16. Resource Management Planning: Inputs and Outputs .................................. 581
Chart 3-17. Estimate Activity Resources: Inputs and Outputs ....................... 583
Chart 3-18. Management Plan Communications: Inputs and Outputs ................. 584
Chart 3-19. Plan Risk Management: Inputs and Outputs ............................... 585
XXVII
Chart 3-20. Identify Risks: Inputs and Outputs ........................................... ......... 586
Chart 3-21. Perform Qualitative Risk Analysis: Inputs and Outputs .................... 588
Chart 3-22. Perform Quantitative Risk Analysis: Inputs and Outputs .................. 589
Chart 3-23. Planning Risk Response: Inputs and Outputs ............................ 590
Chart 3-24. Management Planning Project Procurement:

Inputs and outputs ............................................... ............................................ 592
Chart 3-25. Planning stakeholder involvement: Inputs and Outputs .......... 594
Figure 4-1. Executing Process Group ............................................. ........................ 596
Figure 4-2. Direct and Manage Project Work: Inputs and Outputs .................... 597
Figure 4-3. Manage Knowledge Project: Inputs and Outputs ........................ 598
Figure 4-4. Quality management: Inputs and Outputs ........................................... ............. 599
Exhibit 4-5. Acquiring Resources: Inputs and Outputs ............................................ ............... 601
Exhibit 4-6. Develop Team: Inputs and Outputs ........................................... ........... 602
Graphic 4-7. Team lead: Inputs and Outputs ........................................... ................... 604
chart 4-8 Manage Communications: Inputs and Outputs ....................................... 605
Chart 4-9. Implementing Risk Response: Inputs and Outputs ....................... 607
Chart 4-10. Conduct Procurements: Inputs and Outputs ........................................... .. 608
Chart 11.04. Managing stakeholder involvement: Inputs and Outputs .......... 610
Graphic 5-1. Process Group Monitoring and Control ........................................... ......... 614
Chart 5-2. Monitor and Control Project Work: Inputs and Outputs ............. 615
Graphic 5-3. Perform Integrated Change Control: Inputs and Outputs ..................... 616
Chart 5-4. Validate Scope: Inputs and Outputs ........................................... ................ 618
Graphic 5-5. Control Scope: Inputs and Outputs ........................................... ............. 619
Graphic 5-6. Control Schedule: Inputs and Outputs ........................................... ..... 621
Graphic 5-7. Control Costs: Inputs and Outputs ........................................... ............. 622
Graphic 5-8. Quality control: Inputs and Outputs ........................................... ............. 624
Graphic 5-9. Resource control: Inputs and Outputs ........................................... ........ 625
XXVIII Index Tables and Figures

Chart 5-10. Monitor communications: Inputs and Outputs ..................................... 627
Chart 11.05. Monitor risks: Inputs and Outputs ........................................... ........ 628
Chart 05.12. Controlling Acquisitions: Inputs and Outputs ........................................... . 630
Chart 5-13. Monitor stakeholder involvement: Inputs and Outputs ........ 631
Graphic 6-1. Closing Process Group ............................................. .............................. 633
Graphic 6-2. Close Project or Phase: Inputs and Outputs ......................................... ....... 634
Table 1-1. Correspondence between Process Groups and Areas

Knowledge of Project Management ............................................ ....... 556
Table 1-2. Plan for Project Management and Project Documents .................. 559
PART 3.
Appendixes, glossary and index
Graphic X3-1. The Continuum Project Life Cycles ......................................... ..... 666
Graphic X3-2. Level of Effort for Through Process Groups

Iteration cycles ............................................. ................................... 667
Graphic X3-3. Relationship between Process Groups in continuous phases ............................... 668
Table X1-1. Changes to Section 4 ............................................. ...................................... 645
Table X1-5. Changes to Section 10 ............................................. .................................... 648
Table X6-1. Categorization and Index .................................... 686 Tools and Techniques
XXIX
XXX
Part 1
Guide to the
foundations for
Project Management
( PMBOK GUIDE ®)
1
INTRODUCTION
1.1 GENERAL DESCRIPTION AND PURPOSE OF THIS GUIDE
Project management is not new. It has been in use for hundreds of years. Examples of project results can be cited:
uu The Pyramids of Giza,
uu The Olympic Games,
uu The Great Wall of China,
Mahal,
uu TheTaj
uu Publishing a children's book,
uu The Panama canal,
uu The development of commercial jets,
uu Polio vaccine,
uu The first man on the moon,
uu Commercial software applications,
uu Portable devices to use the global positioning system (GPS), and
uu The placement of the International Space Station in Earth orbit.
The results of these projects arose from the implementation by leaders and principals, practices, principles, processes,
tools and techniques of project management at work. The directors of these projects used a set of key skills and applied
knowledge to satisfy their customers and others involved and affected by the project. A mid-twentieth century, project
managers began the task of seeking the recognition of project management as a profession. One aspect of this task
supposed to agree on the content of the basis for project management (BOK by the acronym of Body of Knowledge) called
project management. This body of knowledge became known as the Basis for Project Management (PMBOK). The Project
Management Institute (PMI) produced a base line diagrams and glossaries for PMBOK. Project managers soon realized that
one book could not contain the entire PMBOK. Therefore, the PMI developed and published Basics Guide to the Project
Management (PMBOK Guide ®).
The PMI defines the basis for project management (PMBOK) as a term describing the knowledge of the profession of
project management. The rationale for project management include traditional practices proven and widely used, as well as
innovative emerging practices for the profession.
1
The basics include both published and unpublished materials. These fundamentals are constantly evolving. This PMBOK
Guide ® identifies a subset of basis for project management generally recognized as good practice.
uu Generally Recognized means and knowledge practices described are applicable to most
projects, most of the time, and that there is consensus about their value and usefulness.
uu Good practices means that there is general consensus that the application of knowledge,
skills, tools and techniques to project management processes can increase the chance of success of a wide variety of
projects to deliver results and expected business values. The project manager works with the project team and other
stakeholders to identify and use the best practices recognized at a general level appropriate for each project. Determine
the right combination of processes, inputs, tools, techniques, outputs and phases of the life cycle to direct a project called
"tailor" the application of knowledge in this guide.
This PMBOK Guide ® It is different from a methodology. A methodology is a system of practices, techniques, procedures and rules
used by those who work in a discipline. This PMBOK Guide ® It is a foundation on which organizations can build methodologies,
policies, procedures, rules, tools and techniques and life cycle phases necessary for the practice of project management.
1.1.1 The standard for project management
This guide is based on The Standard for Project Management [ 1]. A standard is a document provided by an authority, custom
or consensus as a model or example. The Standard for Project Management is a standard National Standards Institute US (ANSI)
that was developed using a process based on the concepts of consensus, openness, due process and balance. The Standard
for Project Management
It is an essential reference for professional development programs for project management PMI and the practice of project
management. Since project management must be adapted to suit the needs of the project, both the standard and the guidance
they are based on practices descriptive, more than in practice
Prescriptive. Therefore, the standard identifies the processes that are considered good practice in most projects, most of the time.
The standard also identifies the inputs and outputs generally associated with these processes. The standard does not require
performing any particular process or practice. The Standard for Project Management It is part of Part II Basics Guide to the Project
Management (PMBOK Guide ®).
The PMBOK Guide ® It provides more details on key concepts, emerging trends, considerations to adapt the processes of
project management and information on how to apply tools and techniques to projects. Project managers can use one or more
methodologies to implement the processes of project management described in the standard.
2 Part 1 - Guide
The scope of this guide is limited to the discipline of project management, rather than the full spectrum of portfolios, programs and
projects. Portfolios and programs will be discussed only insofar as they interact with the projects. The PMI publishes two other standards
dealing with portfolio management and programs:
uu The Standard for Portfolio Management [ 2 and
uu The Standard for Program Management [ 3].
1.1.2 Common procurement vocabulary
A common vocabulary is an essential element in any professional discipline. He Terms Lexicon Project Management PMI [ 4]
provides the professional vocabulary base that can be used consistently by organizations, portfolio managers, program
managers, project managers and other project stakeholders. He Lexicon will continue to evolve over time. Glossary of this
guide includes vocabulary Lexicon along with additional definitions. other industry specific terms used in projects that are
defined by the literature of that industry may exist.
1.1.3 Code of Ethics and Professional Conduct
The PMI publishes the Code of Ethics and Professional Conduct [ 5] to instill confidence in the project management profession and
to help an individual to make smart decisions, especially against difficult situations where the individual may be asked to compromise
your integrity or values. The values that the global community of project management are defined as most important responsibility,
respect, fairness and honesty. He Code of Ethics and Professional Conduct It is based on these four values.
He Code of Ethics and Professional Conduct It includes both desirable standards as mandatory standards. Desirable
standards describe the conduct that professionals are members, certification holders or PMI volunteers strive to maintain. While
meeting the desired standards is not easy to measure, conduct according to them is an expectation for those who consider
themselves professional-not optional. The mandatory standards establish firm requirements, and in some cases, limit or prohibit
the behavior of professionals. Professionals who are also members, certification holders or PMI volunteers and do not behave
according to these standards will be subject to disciplinary proceedings before the Ethics Committee Review of PMI.
3
1.2 Key elements
This section describes the key elements needed to understand and work in the discipline of project management.
1.2.1 projects
A project is a temporary endeavor undertaken to create a product, service or result.
uu Product, service or result. The projects are carried out to meet objectives through
Deliverables production. A target is defined as a goal toward which to direct the work, a strategic position to be
achieved, an end to be achieved, a result to be obtained, producing a product or service to be provided. A deliverable
is defined as any product, unique and verifiable result or to run a service produced to complete a process, phase, or
project capacity. The deliverables can be tangible or intangible.
Meeting the objectives of the project can produce one or more of the following deliverables:
aA unique product, which can be a component of another element, an improvement or correction of an item
or a new end element itself (eg correcting a defect in an end element);
aA unique service or the ability to perform a service (eg a business function that supports the
production or distribution);
aA single result, as a conclusion or document (eg a research project

It develops knowledge that can be used to determine whether a trend or a new process will benefit society); Y
aA unique combination of one or more products, services or results (eg, a software application, its
associated documentation and user support services).
There may be repetitive elements in some deliverables and project activities. This repetition does not alter the
fundamental and unique features of the project work. For example, office buildings can be constructed of identical or
similar materials, and by the same computer or different computers. However, each construction project is unique in its
key characteristics (eg, location, design, setting, situation, people involved).
The projects are carried out at all levels of an organization. A project can involve a single person or group. A project
may involve a single organizational unit or multiple units of multiple organizations.
4 Part 1 - Guide
Examples of projects include, among others:
a Developing a new pharmaceutical composition for the market,
a Extending a tour guide service,

a Merging two organizations,
a Improving a business process within an organization,
a Purchase and install a new computer system hardware for use in an organization,
a Look for oil in a region,
a Modify a computer software program used in an organization,
a Conduct research to develop a new manufacturing process, and
a Construct a building.
uu Temporary effort. The temporary nature of projects means that a project has a beginning and an
defined end. That is temporary does not necessarily mean that a project be short-lived. The end of the project is reached when
they meet one or more of the following situations:
a The project objectives have been achieved;
a The objectives will not be met or can not be fulfilled;
a Project funding is exhausted or is no longer available;

a The need for the project no longer exists (eg, the client no longer wishes to terminate the project, a change
strategy or priority ending the project, the management of the organization decided to complete the project);
a Human or physical resources are no longer available; or
a The project is terminated for convenience or legal cause.
Projects are temporary, but their deliverables may be beyond the end of the project. Projects can produce deliverables
social, economic, material or environmental nature. For example, a project to build a national monument will create a
deliverable that is expected to last for centuries.
5
uu They are driving change projects. Projects driving change in organizations. from a
business perspective, a project is intended to move an organization from one state to another state in order to achieve a specific
objective (see Figure 1-1). Before the project begins, usually it is said that the organization is in the current state. The desired
result of the change driven by the project is described as the future state.
For some projects this may involve the creation of a transitional state where carried out multiple steps along a continuum
to achieve the future state. The successful completion of a project leads to the organization through the future state and
reach specific target. For more information on project management and change, see Managing Change in Organizations: A
Practical Guide [ 6].
Organization
Business
Value
future state
ft
Dra
Actual state Project activities

• activity A
• activity B
• activity C
• Etc.
Weather
Figure 1-1. State Transition of an organization through a Project
6 Part 1 - Guide
uu Projects make it possible to create business value. The PMI defines the value of the business as
net quantifiable benefit derived from a business initiative. The benefit may be tangible, intangible or both. In business analysis,
business value is considered a return in the form of elements such as time, money, goods or intangible, in exchange for
something exchanged (see Business Analysis for Professionals: Practical Guide p. 185 [7]).
Business value in the projects refers to the benefit that the results of a specific project provide their stakeholders. The
benefit of projects can be tangible, intangible or both. Examples of tangible elements can be cited:
a monetary assets,
a Shareholder participation,
a Services,
a Accessories,
a Tools, and
a Market share.
Examples of intangibles can be mentioned:
a Prestige value of the company,
a Brand recognition,
a public benefit,
a Trademarks,
a strategic alignment, and
a Reputation.
uu Project Initiation context. Leaders of organizations initiate projects in response to

factors affecting their organizations. There are four basic categories of these factors, illustrating the context of a
project (see Figure 1-2):
a Meet regulatory, legal or social requirements;
a Meet the requests or needs of stakeholders;

a Implement or change business strategies or technology; Y
a Create, improve or repair products, processes or services.
7
Meet the
Accomplish the requirements
requests or
regulatory, legal
needs of
or social
stakeholders
Draft
Implement or
Create, improve or
change
repair products,
business
processes or
strategies or
services
technological
Graphic 1-2. Project Initiation context
These factors influence the ongoing operations and business strategies of an organization. Leaders respond to these factors in
order to maintain viable organization. The projects provide the means for organizations to successfully carry out the changes
needed to address these factors. Ultimately, these factors should be linked to the strategic objectives of the organization and the
business value of each project.
Table 1-1 illustrates how such factors could be aligned with one or more of the categories of fundamental factors.
8 Part 1 - Guide
Table 1-1. Examples of factors that lead to the creation of a project
requirements meet requests or needs of

stakeholders create, improve or repair
products, processes or services
Meet regulatory, legal or social
implement or change business

strategies or technological
specific factor Examples of specific factors
New technology An electronics firm authorizing a new project to develop a faster, cheaper and smaller laptop
based on advances in memory and electronic technology Reducing product prices by a X
competitor da to the need to reduce production costs to stay competitive cracks were
Competing forces presented in some support elements of a municipal bridge, which resulted in a project to
X
Materials Incidents solve the problems a newly elected official who instigates changes to the financing of the
Political Changes project a current project

X X
XX
Market demand A car manufacturer authorizes a project to build more fuel-efficient cars in response to
X X
fuel shortages An economic recession has resulted in a shift in priorities for a current
economic changes project
Customer request An electric company authorizes a project to build a new substation to serve a new
X X
industrial park One interested party requires the organization to produce a new output
Demands legal
X
requirement
concerned A chemical manufacturer authorizes a project to establish guidelines for the proper
X
handling of a new toxic material An organization implements a project resulting from a
Improvements in business mapping exercise Value Stream Lean Six Sigma

X
processes strategic
opportunity or business A training center authorizes a project to create a new course to increase its revenues
X XX
need social need
A non-governmental organization in a developing country authorizing a project to provide

potable water, toilets and sanitation education to communities suffering from high rates of X
infectious diseases a public company authorizes a project to create a new service consisting
Environmental issues in sharing electric cars to reduce pollution

X XX
9
1.2.2 The importance of project management
Project management is the application of knowledge, skills, tools and techniques to project activities to meet the
requirements thereof. It is achieved through the appropriate application and integration of project management processes
identified for the project. Project management enables organizations to implement projects effectively and efficiently.
An effective project management helps individuals, groups and public and private organizations:
uu Meet business objectives;
uu Meet the expectations of stakeholders;
uu Be more predictable;
uu Increase the chances of success;
uu Deliver the right product at the right time;
uu Solve problems and incidents;
uu Respond to risks in a timely manner;
uu Optimize the use of resources of the organization;
uu Identify, recover or terminate failed projects;
uu Manage restrictions (eg scope, quality, schedule, cost, resources);
uu Balance the influence of the restrictions on the project (eg longer range can increase the cost
or schedule); Y
uu Manage change in a better way.
Projects aimed poorly or absence of project management can lead to:
uu Missed deadlines,
uu overruns,
uu poor quality,
uu rework,
uu Uncontrolled expansion project,
uu Loss of reputation for the organization,
uu Dissatisfied stakeholders, and
uu Failure to comply with the objectives of the project.
The projects are a key way of creating value and benefits in organizations. In today's business environment, leaders of
organizations must be able to manage tighter budgets, shorter timelines, resource scarcity and ever-changing technology.
The business environment is dynamic with an accelerated pace of change. To stay competitive in the global economy,
companies are adopting project management to deliver business value consistently.
10 Part 1 - Guide
The effective and efficient management of projects should be considered a strategic competencies in organizations. It enables organizations to:
uu Link project results to business goals,
uu Compete more effectively in their markets,
uu Support the organization, and
uu Responding to the impact of changes in the business environment on projects by suitable adjustment
Plans for the project management (see Section 4.2).
1.2.3 Relationship between management of projects, programs, portfolios and operations
1.2.3.1 Overview
The use of processes, tools and techniques of project management provides a solid foundation for organizations to
achieve their goals and objectives. A project can be addressed in three separate scenarios: as an independent project (out of
a portfolio or program), within a program, or within a portfolio. When a project is within a program or portfolio, project
managers interact with managers of portfolios and programs. For example, multiple projects may be required to achieve a
set of goals and objectives for an organization. In such situations, projects can be grouped together in a program. A program
is defined as a group of related projects, programs and activities subsidiary programs, whose management is done in a
coordinated way to obtain benefits not be obtained if managed individually. The programs are not large projects. A very large
project can be called a megaproject. As a guideline, the megaprojects cost US $ 1 billion or more, affecting 1 million people
or more, and last for years.
Some organizations may resort to using a portfolio of projects to effectively manage multiple programs and projects that
are ongoing at any given time. A portfolio is defined as projects, programs, and operations subsidiary portfolios managed as
a group to achieve strategic objectives. Figure 1-3 illustrates an example of how portfolios, programs, projects and
operations are related in a specific situation.
Program management and portfolio management differ from project management in their lifecycles, activities, objectives,
approaches and benefits. However, portfolios, programs, projects and operations often involve the same stakeholders and
may need to use the same resources (see Figure 1-3), which can lead to conflict in the organization. This type of situation
increases the need for coordination within the organization by using portfolio management, programs and projects to achieve
a viable balance in the organization.
eleven
Figure 1-3 illustrates an example of a structure portfolios that indicates the relationship between the programs, projects,
shared resources and stakeholders. Portfolio components are grouped together to facilitate effective governance and
management work that helps to achieve the strategies and priorities of the organization. Planning and organization of
portfolios affects components by setting priorities based on risk, funding and other considerations. The prospect portfolio
enables organizations to see how strategic goals are reflected in the portfolio. This view portfolio also enables the
implementation and coordination of good governance portfolios, programs and projects.
Organizational strategy
Example portfolio
Program Program portfolio

TO B TO
Program Program
B1 C
Draft Draft Draft Draft Draft Draft Draft Draft Draft

Operations
1 2 3 4 5 6 7 8 9
Sharing and Stakeholders
Figure 1-3. Portfolio, Programs, Projects and Operations
If project management, program management and portfolio management are examined from the perspective of the organization:
uu Program management and project management focus on implementing programs and projects
right way"; Y
uu Portfolio management focuses on implementing programs and the "right" projects. Table 1-2 shows
a comparative presentation of portfolios, programs and projects.
12 Part 1 - Guide
Table 1-2. Comparative presentation of Portfolio, Program and Project
Technical Project Management
Projects programs Briefcase
Definition A project is a temporary endeavor A program is a group of related projects, A portfolio is a collection of projects,
undertaken to create a product, service programs and activities subsidiary programs, portfolios subsidiary and
or result. programs, whose management is done in managed as a group to achieve
a coordinated way to obtain benefits not strategic objectives operations.
be obtained if managed individually.
Scope Projects have defined objectives. The The programs have a range covering the Portfolios have an organizational
scope will be progressively elaborated scope of its program components. scope changes with the strategic
throughout the project life cycle. Programs produce benefits for an objectives of the organization.
organization to ensure that the products
and results of the program components
are delivered in a coordinated and
complementary.
Change Project managers expect change and The programs are managed in a way that Portfolio managers continually monitor
implement processes to keep change accepts and adapts to change as may be changes in the broader internal and
managed and controlled. necessary to optimize the delivery of external environments.
benefits as the program components
deliver results and / or outputs.
Planning Project managers progressively The programs are managed by high-level Portfolio managers create and maintain the
elaborate high-level information to plans that track the interdependencies necessary processes and communication in
detailed throughout the project life cycle and progress of the program relation to the portfolio as a whole.
plans. components. Program plans are also
used to guide planning at component
level.
Management Project managers manage the project The programs are managed by program Portfolio managers can manage or
team to meet project objectives. managers who ensure that program coordinate portfolio management personnel
benefits are delivered as expected, to or personnel programs and projects that
coordinate the activities of the program may have responsibilities for reporting on
components. the portfolio as a whole.
monitor Project managers monitor and control work Program managers monitor the progress Portfolio managers oversee strategic
for the production of products, services or of the program components to ensure that changes and allocation of total resources,
results for which the project was the objectives, timelines, budget and performance results and portfolio risk.
undertaken. benefits of the program are achieved.
Success Success is measured by the quality of The success of a program is measured by Success is measured in terms of investment
the product and the project, timeliness, the ability to deliver the same benefits performance together and the realization of
budget compliance and customer provided to an organization, and efficiency benefits portfolio.
satisfaction. and program effectiveness in obtaining
those benefits.
13
1.2.3.2 Programs Directorate
Program management is defined as the application of knowledge, skills and principles to a program to achieve the program
objectives and to obtain benefits and control not available when the program components are individually managed. A
component of a program refers to projects and other programs within a program. Project management focuses on the
interdependencies within a project to determine the optimal approach to manage the project. Management program focuses on
the interdependencies between projects and between projects and program level to determine the optimal approach to manage
them. Actions related to these interdependencies program and project level may include:
uu Align with the strategic direction or organization that affects the goals and objectives of the program
and projects;
uu Assign the scope of the program to program components;
uu Managing interdependencies between the components of the program in the most appropriate way to
the program;
uu Manage program risks that may affect multiple projects in the program;
uu Restrictions and resolve conflicts that affect multiple projects within the program;
uu Resolve incidents between component projects and program level;
uu Manage change requests within a framework of shared governance;
uu Allocate budgets across multiple projects within the program; Y
uu Ensure profit from the program and component projects. An example of program would be a new communications
satellite system with projects for the design and construction of the satellite and ground stations, satellite launch and
system integration.
For more information on program management, see The Standard for Program Management [ 3].
14 Part 1 - Guide
1.2.3.3 address PORTFOLIOS
A portfolio is defined as projects, programs, and operations subsidiary portfolios managed as a group to achieve strategic
objectives.
Portfolio management is defined as the centralized management of one or more portfolios to achieve strategic objectives.
Programs or projects in the portfolio are not necessarily interdependent and are not necessarily related directly.
The goal of portfolio management is:
uu Guide the investment decisions of the organization.
uu Select the optimal mix of programs and projects to meet strategic objectives.
uu Provide transparency in decision-making.
uu Prioritize the allocation of physical resources and equipment.
uu Increase the likelihood of achieving the desired return on investment.
uu Centralize management of aggregate risk profile of all components.
Portfolio management also confirms that the portfolio is consistent with the strategies of the organization and aligned with them.
Maximize the value of the portfolio requires a careful examination of the components forming part thereof. The components are
prioritized so that those who contribute most to the strategic objectives of the organization have the financial, physical resources and
equipment.
For example, an organization of infrastructure has the strategic objective of maximizing return on investment in a portfolio
can include a combination of projects in the oil and gas, power, water, roads, railways and airports. From this combination,
the organization may choose to manage related projects as a single portfolio. All energy projects could be grouped into a
portfolio of energy. Similarly, all water projects could be grouped into a water portfolio. However, when the organization has
plans to design and build a power plant and then operate the power plant to generate energy, such projects can be grouped
into a program.
For more information on portfolio management, see The Standard for Portfolio Management [ 2].
fifteen
1.2.3.4 Operations Management
The operations management is an area that is outside the scope of formal project management as described in this guide.
Operations management deals with the continuous production of goods and / or services. It ensures that business
operations are developed efficiently, using optimal resources necessary to meet customer demand. Is the management of
processes that transform inputs (eg materials, components, energy and labor) into outputs (eg products, goods and / or
services).
1.2.3.5 Operations Management and Project Management
Changes in business operations or organization can lead to a project, especially when substantial changes in business
operations following the delivery of a new product or service. Continuing operations are outside the scope of a project;
however, there are points of intersection in the two areas intersect.
Projects can intersect with operations at various points in the product life-cycle management, such as:
uu When a new product is developed, it is improving an existing product or results are increased;
uu While it is holding improving operations or product development process;
uu At the end of product life-cycle management; Y
uu In the end of each phase.
At each point, deliverables and transfer knowledge is made between the project and operations to implement the work
submitted. This implementation is carried out either by transferring project resources or expertise to operations or by
transferring resources to the project operations.
1.2.3.6 Organizational Project Management (OPM) and strategies
Portfolios, programs and projects are aligned with organizational strategies or are driven by them and differ in how each
contributes to the achievement of strategic objectives:
uu Portfolio management portfolios aligned with organizational strategies selecting

appropriate programs or projects, prioritizing work and providing the necessary resources.
uu Program management harmonizes its program components and controls interdependencies to

achieve the specified benefits.
uu Project management enables achievement of the goals and objectives of the organization.
16 Part 1 - Guide
In the field of portfolios or programs, projects are a means to achieve the goals and objectives of the organization. This is often
achieved in the context of a strategic plan, which is the main factor guiding investments in projects. Alignment with strategic
business goals of the organization can be achieved through the systematic management of portfolios, programs and projects
through the implementation of organizational project management (OPM). OPM is defined as a framework in which portfolio
management, program management and project management are integrated with the facilitators of the organization to achieve
strategic objectives.
The purpose of OPM is to ensure that the organization holds the right projects and properly allocate critical resources. OPM also
helps to ensure that all levels of the organization understand the strategic vision, initiatives that support the vision, objectives and
deliverables. Figure 1-4 shows the organizational environment where they interact strategy, portfolio, programs, projects and
operations.
For more information about OPM, see Implementation of Organizational Project Management: A Practical Guide [ 8].
Organizational environment
Portfolio Review and Adjustment
Programs and Operations:

portfolio:
Strategy
poyecto: Materialization of
Decisions that
Delivering business value
add value
Results
Analysis of Business Impact
Performance analysis Value
Figure 1-4. Organizational Project Management
1.2.4 Guide components
Projects include several key components that, when managed effectively, leading to a successful conclusion. This guide
identifies and explains these components. The various components interact with each other in the direction of a project.
The key components are briefly described in Table 1-3. These components are explained in greater detail in the sections that follow
the table.
17
Table 1-3. Description of the key components of the PMBOK Guide ®
Key components PMBOK

Guide ® Short description
Project life cycle (Section 1.2.4.1) Series of phases through which a project from inception to completion.
Phase of the project (Section 1.2.4.2) Set of logically related project activities culminating with the completion of one or more
deliverables.
Phase checkpoint (Section 1.2.4.3) Review at the end of a phase in which a decision to continue to the next phase, modifications
continue or terminate a program or project is taken.
Processes of project management (Section systematic series of activities aimed at producing a final result so that will act on one or
1.2.4.4) more inputs to create one or more outputs.
Process Group project management logical grouping of the inputs, tools, techniques and outputs related to project management.
(Section 1.2.4.5) Process groups of project management processes include initiating, planning, executing,
monitoring and controlling, and closing. Process Groups of project management are not
project phases.
Knowledge area of project management Identified area of project management defined by its knowledge requirements and
(Section 1.2.4.6) described in terms of its processes, practices, initial data, results, tools and
techniques that compose them.
Project Life Cycle
Project Organization and Labor Project

Home Preparation execution completion
Process Groups
Process
Processes of Plani cation Running Monitoring Processes of
Start processes ?? processes and Control Closing
10 Knowledge Areas
Phase
KEY: Project Potential Timeline
checkpoint
phase use
Graphic 1-5. Interrelationship between the key components of Projects PMBOK Guide ®
18 Part 1 - Guide
1.2.4.1 lifecycles and development project
The life cycle of a project is a series of phases through which a project from inception to completion. It provides the basic
framework to guide the project. This basic framework applies regardless of specific project work involved. The phases may
be sequential, iterative or overlapping. All projects can be set up within the generic life cycle shown in Figure 1-5.
Lifecycles of projects can be predictive or adaptive. Within the lifecycle of a project, there are usually one or more phases
associated with the development of the product, service or result. These are called a life cycle of development. Lifecycles of
development may be predictive, iterative, incremental, adaptive or hybrid model:
uu In a predictive life cycle, scope, time and project costs are determined in the early stages
the cycle of life. Any change in scope is managed carefully. Predictive life cycles can also be called cascade
lifecycles.
uu In an iterative life cycle, the project scope is generally determined early in the cycle
life of the project, but estimates of time and cost are changed periodically with increasing understanding of the
product by the project team. Iterations develop the product through a number of repeated cycles, while increments
are successively adding functionality to the product.
uu In an incremental cycle life, the deliverable occurs through a series of iterations on

add functionality within a predetermined time frame. Deliverable contains the necessary and sufficient capacity to be
complete only after the final iteration.
uu Adaptive life cycles are agile, iterative or incremental. The detailed scope is defined and adopted
before the beginning of an iteration. Life cycles Adaptive cycles also called agile or change-oriented life. See
Appendix X3.
uu A hybrid cycle life is a combination of a cycle life and an adaptive predictive. those elements
the project that are well known or have fixed requirements follow a life cycle predictive development, and those elements
that are still evolving adaptive follow a life cycle development. It is a function of the management team determine the best project
life cycle for each project. The life cycle of the project should be flexible enough to cope with the diversity of factors included in
the project. The flexibility of the life cycle can be achieved:
uu Identifying the process or processes to be carried out in each phase,
uu Carrying out the process or processes identified in the proper phase,
uu Adjusting the various attributes of a phase (e.g., name, duration, exit criteria and entry criteria). Lifecycles of
projects are independent of the life cycles of products, which can be produced by a project. The life cycle of a product is the
series of phases representing the evolution of a product from concept to delivery, growth, maturity and retirement.
19
1.2.4.2 Project Phase
A project phase is a set of project activities related logically, culminating with the completion of one or more deliverables.
Stages of a life cycle can be described by various attributes. Attributes can be measurable and own a specific phase.
Attributes may include, among others:
uu Name (e.g., Phase A, Phase B, Phase 1, Phase 2, the proposal stage),
uu Number (eg, three phases in the project, five phases in the project),
uu Duration (eg 1 week, 1 month, 1 quarter)
uu Resource requirements (eg, people, buildings, equipment),
uu Entry criteria for a project to enter at that stage (eg, documented specified approvals,
completed documents specified), and
uu Exit criteria for a complete project phase (eg documented approvals, documents
completed, completed deliverables).
Projects can separate into distinct phases or subcomponents. These phases or subcomponents generally given names that
indicate the type of work done in this phase. Examples of names of phases include, among others:
uu Conceptual development,
uu Viability study,
uu Customer requirements,
uu Developing solutions,
uu Design,
uu Prototype,
uu Building,
uu Proof,
uu Transition,
uu Start up,
anduu Review of milestones,
uu Learned lessons.
twenty Part 1 - Guide

The phases of the project can be set based on various factors including, among others:
uu Management needs;
uu Nature of the project;
uu Unique features of the organization, industry or technology;
uu Elements of the project include, among others, technology, engineering, business, processes or legal elements; Y
uu Decision points (eg, funding, continuation or not of the project and review milestones). The use of multiple phases
can provide better knowledge to direct the project. Also it provides an opportunity to assess project performance and take
corrective or preventive actions required in subsequent phases. A key component used to project phases is reviewing
phase (Section 1.2.4.3 see).
1.2.4.3 checkpoint phase
A checkpoint phase takes place at the end of a stage. Performance and project progress compared to project documents and
business include, among others:
uu Business Case project (see Section 1.2.6.1),
uu Project charter (see Section 4.1)
uu Management plan of the project (see Section 4.2), and
uu Management Plan benefits (see Section 1.2.6.2).
As a result of this comparison a decision is made (eg decide whether the project should continue or not) to:
uu Continue to the next phase,
uu Continue to the next phase modified
uu Finish the project,
uu Remain in phase, or
uu Repeat phase or elements thereof.
Depending on the organization, industry or type of work points phase transition may be known by other terms such
revision phase transition stage cancellation point, and phase input or output phase. Organizations can use these reviews to
consider other relevant factors that are beyond the scope of this guide, such as documents or templates related to the
product.
twenty-one
1.2.4.4 Process Project Management
The project life cycle is managed by running a series of activities known as project management processes of project
management. Each process project management produces one or more outputs from one or more inputs by using suitable
for project management tools and techniques. Output may be deliverable or outcome. The results are a final result of a
process. The processes of project management are applied worldwide in all industries.
The processes of project management are logically linked together through the results they produce. Processes may
contain overlapping activities that take place throughout the project. In general, the output of a process results:
uu An input to another process, or
uu A deliverable of the project or project phase.
Figure 1-6 shows an example of entries, the tools and techniques, and outputs are related to each other within a process and
other processes.
Tickets Tools and Techniques Departures
. 1 Input H . 1 Technical A . 1 Output Project A

. 2 Input J . 2 Tool C . 2 Output Project B
Figure 1-6. Process Example: Inputs, Tools & Techniques, and Outputs
The number of iterations of processes and interactions between processes varies according to project needs. In general, the
processes fall into one of three categories:
uu Processes used only once or at predefined points of the project. Examples are processes
Develop the Constitution Act and Project Close Project or Phase.
uu Processes are carried out periodically as needed. The process acquiring Resources takes
out as resources are needed. The process Conduct Procurements It takes place before you need the item purchased.
uu Processes performed continuously throughout the entire project. The process Define Activities
It can occur throughout the project life cycle, especially if the project uses gradual approach planning or adaptive development.
Many of the monitoring and control processes are performed continuously from the start of the project until its closure.
Project management is achieved by proper application and process integration project management logically grouped.
While there are different ways to group processes, PMBOK Guide ® processes grouped into five categories called Process
Groups.
22 Part 1 - Guide
1.2.4.5 Process Groups Project Management
A Process Group Project Management is a logical grouping of processes of project management to achieve specific
objectives. Process Groups are independent of the phases of the project. The processes of project management are grouped
into the following five Process Groups Project Management:
uu Process Group Home. Processes performed to define a new project or new phase of a project
existing to obtain authorization to start the project or phase.
uu Planning Process Group. Processes required to establish the project scope, refine
objectives and define the course of action required to achieve the objectives of the project.
uu Executing Process Group. Processes performed to complete the work defined in the plan for
project management in order to meet project requirements.
uu Process Group Monitoring and Control. processes required to track, analyze and regulate
progress and project performance to identify areas where the plan requires changes and to initiate the corresponding
changes.
uu Closing Process Group. Processes carried out to complete or formally close the project,
phase or contract.
The process flow diagrams are used throughout this guide. Processes project management are bound by specific inputs
and outputs, so that the result of a process may become the input of another process that is not necessarily in the same
Process Group. Note that the Process Groups are not the same as the phases of the project (see Section 1.2.4.2).
1.2.4.6 knowledge areas of project management
In addition to the Process Groups, processes are also categorized by areas of knowledge. A Knowledge Area is an identified
area of project management defined by its knowledge requirements and described in terms of processes, practices, inputs,
outputs, tools and techniques that compose it.
While the Knowledge Areas are interrelated, they are defined separately from the perspective of project management. Ten
Knowledge Areas identified in this guide are used in most projects, most of the time. Ten Knowledge Areas described in this
guide are:
uu Integration Management Project. It includes the processes and activities to identify, define, combine,
unify and coordinate the various processes and project management activities within the Process Groups of Project
Management.
uu Project scope management. It includes the processes required to ensure that the project includes all
the required work and only the work required to complete it successfully.
2. 3
uu Project schedule management. It includes the processes required to manage the completion of
project on time.
uu Cost Management Project. Includes the processes involved in planning, estimating, budgeting,
financing, obtaining financing, managing and controlling costs so that the project within the approved budget is completed.
uu Quality Management Project. It includes processes to incorporate quality policy of the organization
As for the planning, management and control of project quality requirements and product in order to meet the expectations
of stakeholders.
uu Resource Management Project. It includes processes to identify, acquire and manage resources
necessary for the successful completion of the project.
uu Communications Management Project. Includes the processes required to ensure that the
planning, collection, creation, distribution, storage, retrieval, management, control, monitoring and disposal of project
information are timely and appropriate.
uu Risk Management Project. It includes processes to carry out management planning,

identification, analysis, response planning, implementation and monitoring response of the risks of a project.
uu Procurement Management Project. It includes the processes required for the purchase or acquisition of
products, services or required outside of the project team results.
uu Management project stakeholders. It includes the processes required to identify people,

groups or organizations that may affect or be affected by the project, to analyze the expectations of stakeholders and their
impact on the project, and to develop appropriate management strategies to ensure effective stakeholder participation in
decision making and in the project execution. The needs of a specific project may require additional or more areas of
knowledge, for example, construction may require financial management or health and safety management. Table 1-4 shows
the correspondence between Process Groups and Knowledge Areas Project Management. Sections 4-13 provide details on
each subject area. This table is an overview of the basic processes described in Sections 4-13.
24 Part 1 - Guide
Table 1-4. Correspondence between Process Groups and Knowledge Areas Project Management
Process Groups Project Management
Knowledge Process
Process Process Process Process
Group
Areas Group Group Plani Group Group
Monitoring and
Start cation Execution Closing
Control
Four.Integration 4.1 Develop the 4.2 Develop Plan for 4.3 Direct and Manage 4.5 Monitor and Control 4.7 Close Project or
Management Constitution Act Project Project Management Project Work Project Work Phase
Project
4.4 Managing 4.6 Perform Integrated
Knowledge Project Change Control
5. Project scope Plani car ?? 5.1 Scope Validate 5.5

Management Scope
management
5.2 Collect
5.6 Control Scope
Requirements
5.3 In defining the scope ??
5.4 Create WBS / WBS
6. Project Schedule 6.1 Plani car ?? 6.6 Control

Schedule
Management Schedule
Management
6.2 Activities ne ??
6.3 Sequence Activities
6.4 Estimate Activity

Duration
6.5 Develop Schedule
7. Cost Management 7.1 Plani car ?? 7.4 Control Costs

Management Costs
Project
7.2 Estimate Costs
7.3 Determine Budget
8. Management 8.1 Plani car ?? 8.2 Manage Quality 8.3 Quality Control
Project Quality Quality
Management
Management
9. Project Resources 9.1 Plani car ?? Resource 9.3 Acquire Resources 9.6 Controlling
Management 9.4 Develop Team Resources
9.2 Estimate Activity
Resources 9.5 Leading Team
10. Managing Project 10.1 Plani car ?? 10.2 Manage 10.3 Monitor
Communications Communications Communications Communications
Management
eleven.Managing Project 11.1 Plani car ?? Risk 11.6 Implement Risk 11.7 Risk Monitoring
Management Response
Risk
11.2 Risk Identi car ??
11.3 Perform Qualitative

Risk Analysis
11.4 Perform Quantitative

Risk Analysis
Plani the car ?? 11.5

Risk Response
12. Management 12.1 Plani car ?? 12.2 Conduct 12.3 Controlling

Project Acquisitions Procurements Acquisitions
Management
Procurement
13. Management 13.1 Identify 13.2 Plani the car ?? 13.3 Manage 13.4 Monitor
Project Stakeholders car ?? stakeholder involvement Stakeholder stakeholder involvement
Stakeholder Participation
25
1.2.4.7 Data and Information Project Management
Throughout the lifecycle of a project, it collects, analyzes and transforms a significant amount of data. Project data is
collected as a result of various processes and shared within the project team. The collected data are analyzed in context,
build and transform to become project information for various processes. The information is communicated verbally or stored
and distributed in various formats such as reports. See Section 4.3 for more details on this topic.
Project data are collected and analyzed periodically throughout the project life cycle. The following definitions identify key
terminology in relation to data and project information:
uu Job performance data. Observations and measurements raw identified during activities
executed to carry out the project work. Examples informed physically completed work rate, measures of technical
performance and quality, dates of commencement and completion of scheduled activities, the number of change
requests, the number of defects, actual costs, including the actual durations, etc. Project data are normally recorded
in an Information System for Project Management (PMIS) (see Section 4.3.2.2) and project documents.
uu Work performance information. Performance data collected from various control processes,
analyzed in context and integrated based on the relationship between areas. Examples of performance information are
the deliverables status, the status of implementation of change requests and estimates to completion planned.
uu Work performance reports. physical or electronic representation of information on performance

work documents compiled in the project, which is aimed at generating decisions or actions raise questions or raise
awareness. Among the examples include status reports, memos, justifications, briefing notes, electronic scoreboards,
recommendations and updates.
Figure 1-7 shows the flow of project information through the various processes used in the project management.
26 Part 1 - Guide
Process• Job performance data
Execution
Project
• Plan for project management

• Work performance information
and update project documents
Process Control
project control
the overall
• Work performance reports
processes of
Control Various Project

Project Communications
Changes • approved
change
requests
• Members of the project team
• Project stakeholders
Graphic 1-7. Data Flow, Information and Reporting Project
27
1.2.5 aDAPTATION
Usually project managers apply a methodology for project management at work. A methodology is a system of practices,
techniques, procedures and standards used by those who work in a discipline. This definition makes clear that this guide
itself is not a methodology.
This guide and The Standard for Project Management [ 1] references are recommended for adaptaciónporque these standard
documents identify the subset of basis for project management generally recognized as good practice. "Good practices" does
not mean that the knowledge described should always be applied in the same way in all projects. Specific recommendations on
methodology are beyond the scope of this guide.
Methodologies for project management include:
uu Developed by experts within the organization,
uu Bought from suppliers,
uu Obtained from professional associations, or
uu Acquired government agencies.
To manage a project must be selected processes of project management, inputs, tools, techniques, and outputs the
appropriate phases of life. This activity is known as adaptive selection of project management to the project. The project
manager works with the project team, the sponsor, the management of the organization or some combination thereof during
adaptation. In some cases the organization may require the use of methodologies to address specific projects.
Adaptation is necessary because each project is unique; not all processes, tools, techniques, inputs or outputs identified in the PMBOK
Guide ® They are required for each project. Adaptation should address the competing constraints of scope, schedule, cost, resources,
quality and risk. The importance of each constraint is different for each project, and the project manager adapts the approach to managing
these restrictions based on the project environment, the culture of the organization, the needs of stakeholders and other variables.
By adapting the project management, the project manager should also consider the different levels of governance that may be
required and within which the project will operate, and also consider the culture of the organization. Also, consider if the client of
the project is internal or external to the organization can affect decisions to adapt project management.
Methodologies for management of solid projects take into account the unique nature of projects and allow some degree of
adaptation by the director of the project. However, adaptation included in the methodology may even require further adaptation
to a given project.
28 Part 1 - Guide
1.2.6 business documents project management
The project manager must ensure that the project management approach intended to capture business documents. These
documents are defined in Table 1-5. These two documents are interdependent and iteratively developed and maintained throughout the
project life cycle.
Table 1-5. Business Documents Project
Business Documents
of the project
Definition
Business documents project Documented study of economic feasibility used to establish the validity of the benefits of a selected
component lacking a sufficient definition and used as the basis for authorization of other project
management activities.
Management plan bene ts project documented explanation defining processes to create, maximize and sustain the benefits provided
by a project.
Usually, the project sponsor is responsible for developing and maintaining business case document of the project. The
project manager is responsible for providing recommendations and supervision to keep the business case project management
plan project charter project and measures of success of the management plan's benefits aligned project with each other and
with goals and objectives of the organization.
Project managers must properly adjust the aforementioned documents to project management projects. In some
organizations, the business case and benefits management plan remain at the program level. Project managers must work
with the appropriate program managers to ensure that project management documents are aligned with the program
documents. Figure 1-8 illustrates the interrelationship between these critical business documents project management and
needs assessment. Figure 1-8 shows an approximation of the life cycle of these various documents against the project life
cycle.
29
Project Life Cycle
draft Project Organization and Labor Complete the

Home Preparation execution project
Timeline
Needs
Assessment
Phase
Business checkpoint
case
Constitution
Act Project
Management Plan for

Plan Bene ts Project
?? Management
Generics phases
Figure 1-8. Interrelationship between Needs Assessment

and Business Critical Documents / Project
1.2.6.1 Project Business Case
The business case project is a study of documented economic viability used to establish the validity of the benefits of a
selected component lacking a sufficient definition and used as the basis for authorization of other project management activities.
The business case sets out the objectives and the reasons for initiating the project. It helps measure the success of the project
at the end of it against the project objectives. The business case is a document business project that is used throughout the
project life cycle. The business case can be used prior to initiation of the project and may lead to a decision to continue or not
the project.
The business case often is preceded by a needs assessment. The needs assessment involves understanding the goals and
objectives, incidents and business opportunities and recommend proposals to address them. The results of the needs assessment can
be summarized in the document business case.
30 Part 1 - Guide
The process of defining the need of business, analyze the situation, make recommendations and define evaluation criteria
applicable to projects of any organization. A business case may include, inter alia, documentation:
uu Business needs:
a Determining what is motivating the need for action;

a Situational statement documenting the problem or business opportunity to address, including the value
to be handed over to the organization;
a Identification of affected stakeholders; and
a Identification of reach.
uu Analysis of the situation:
a Identifying strategies, goals and objectives of the organization;
a Identification (s) cause (s) root of the problem or the main contributors to an opportunity;
a Analysis of gaps between the skills needed for the project and existing capabilities in
organization;
a Identifying known risks;

a Identification of critical success factors;
a Identification of decision criteria by which you can evaluate different courses of action; Some examples of
categories of criteria used for the analysis of a situation are:
um Required. This is a criterion that "must" be met to address the problem or opportunity.
um Desirable. It is an approach that is "desirable" that meets to address the problem or

opportunity.
um Optional. This is a criterion that is not essential. Compliance with this criterion may become
a differentiator between alternative courses of action.
a Identifying a set of options to consider to address the problem or opportunity

deal. The options are alternative courses of action that can be undertaken by the organization. Options can also
be described as business scenarios. For example, a business case could have the following three options:
um Do nothing. This is also known as the "continue to function as before."

Selecting this option leads to the project not be authorized.
um Do the minimum work to address the problem or opportunity. The minimum can be set
identifying the set of documented criteria that are key to addressing the problem or opportunity.
um Make more than the minimum work to address the problem or opportunity. This option meets
the minimum set of criteria and some or all other documented criteria. There may be more than one of these
documented in the business case options.
31
uu Recommendation:
a Statement recommended to follow the project option;

a The elements included in the statement may include, among others:
um Results of analysis for potential option;

um Constraints, assumptions, risks and dependencies for potential options;
um Measures of success (see Section 1.2.6.4).
a Implementation approach that may include, inter alia:

um Milestones,
um Dependencies, and
um Roles and responsibilities.
uu Evaluation:
a Statement describing the plan to measure the benefits that will deliver the project. This should include
any ongoing operational aspect of the recommended beyond the initial deployment option. The business case document
provides the basis for measuring success and progress throughout the project life cycle by comparing the results with the objectives
and success criteria identified. see Business Analysis for Professionals: Practical Guide [ 7].
32 Part 1 - Guide
1.2.6.2 Management Plan Project Benefits
The management plan project benefits is the document that describes how and when the benefits of the project will be
delivered, and describes the mechanisms that should be available to measure those benefits. A benefit of the project is
defined as a result of the actions, behaviors, products, services or results that provides value to the sponsoring organization
and the intended beneficiaries of the project. The development of the management plan benefits begins early in the project
life cycle with definition of target benefits to be achieved. The benefits management plan describes key elements of benefits
and may include, inter alia, documentation:
uu target benefits ( eg tangible and intangible value expected to gain from the project implementation; financial value is
expressed as net present value);
uu Strategic alignment ( eg how well the project benefits are aligned with the business strategies of the organization);
uu Deadline for benefits ( eg benefits phase, short term, long term and continuous);
uu Owner benefits ( eg, the person responsible for monitoring, recording and reporting profits during the period
specified in the plan);
uu metric ( eg measures to use to show the benefits, direct measures and indirect measures);
uu assumptions ( eg factors that are expected to be available or visible); Y
uu risks ( eg risks of obtaining profits).
Development benefits management plan makes use of data and information documented in the business case and needs
assessment. For example, the cost-benefit analysis recorded in the documents illustrate the cost estimate compared to the value
of profits earned by the project. The benefits management plan and management plan of the project include a description of how
the business value resulting project becomes part of the ongoing operations of the organization, including metrics to use.
Verification metrics provide business value and validation of the success of the project.
Development and maintenance of benefits management plan of the project is an iterative activity. This document
supplements the business case, the project charter and plan for project management. The project manager works with the
sponsor to ensure that the project charter, plan for the project management and benefit management plan remain aligned
throughout the project life cycle. see
Business Analysis for Professionals: Practical Guide [ 7], The Standard for Program Management [ 3], and The Standard for Portfolio Management
[ 2].
33
1.2.6.3 charter and project management plan project
The project charter is defined as a document issued by the project sponsor that formally authorizes the existence of a
project and gives the project manager the authority to apply organizational resources to project activities.
The plan for the project management is defined as the document that describes how the project will be implemented, monitored and
controlled.
See Section 4 on Integration Management Project for more information on the project charter and plan for project
management.
1.2.6.4 Measures Project Success
One of the most common challenges of project management is to determine whether a project is not successful. Traditionally, metrics
time, cost, scope and quality of project management are the most important factors in defining the success of a project. More recently,
professionals and academics have determined that the project's success will also be measured taking into account the achievement of
project objectives.
Project stakeholders may have different opinions on how would the successful completion of a project and what are the most
important factors. It is critical to clearly document the project objectives and selecting targets that are measurable. Three questions
that key stakeholders and the project manager should answer are:
uu How is success for this project defined?
uu How will success be measured?
uu What factors can influence the success?
The answer to these questions must be documented and agreed upon by key stakeholders and the project manager.
The success of the project may include additional criteria linked to organizational strategy and delivering business results.
These may include project objectives include:
uu Complete the management plan project benefits;
uu Meet the agreed financial measures documented in the business case. These financial measures
They may include, among others:
a Net Present Value (NPV)
a Return on investment (ROI)
a Internal Rate of Return (IRR),
a Term return on investment (PBP), and
a Benefit-cost ratio (BCR).
3. 4 Part 1 - Guide
uu Not meet the financial goals of the business case;
uu Complete the movement of a current to the desired future state organization of their state;
uu Comply with the terms and conditions of a contract;
uu Fulfill the strategy, goals and objectives of the organization;
uu Achieving stakeholder satisfaction;
uu Acceptable adoption by customers / end users;
uu Deliverable integration into the operating environment of the organization;
uu Achieve quality agreed delivery;
uu Meet criteria for governance; Y
uu Reaching other measures or criteria agreed success (eg, process performance). The project team needs to be able to assess
the status of the project, balancing the demands and maintain a proactive communication with stakeholders in order to deliver a
successful project.
When the project alignment with the business is constant, the chances of project success increase significantly as the
project remains aligned with the strategic direction of the organization.
A project may be successful from the point of view of the scope / schedule / budget, and is not successful from the point of
view of business. This can occur when there is a change in business needs or market environment before project completion.
35
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1. INTRODUCTION ............................................... .................................................. .......................... 1

1.1 General Description and Purpose of this Guide .......................................... ...................... 1

1.1.1 The Standard for Project Management ........................................ ................ 2

1.1.3 Code of Ethics and Professional Conduct ......................................... .................... 3

............................................... 1.2 Assets® ................................................ 4

1.2.2 The Importance of Project Management ........................................ ........... 10

1.2.4 Components Guide ........................................... ......................................... 17

1.2.6 Business Documents Project Management .................................... 29

2. THE OPERATING ENVIRONMENT IN PROJECTS ........................................ ......................... 37

2.1 General Description ............................................... .................................................. ...... 37

2.2 Environmental Factors Enterprise ............................................ ................................ 38

2.2.2 EEFS outside the organization .......................................... ............................. 39

Repositories 2.3.2 Knowledge of the Organization ......................................... .. 41

............................................... 2.4 Organizational Systems ............................................. 42

2.4.2 Governance frameworks of the Organization ......................................... .............. 43

2.4.3 Elements of Management ............................................ ............................................. 44

2.4.4 Types of Organizational Structure ........................................... ....................... Four. Five

3. THE ROLE OF THE DIRECTOR OF THE PROJECT .......................................... ......................................... 51

3.1 General Description ............................................... .................................................. ...... 51

3.2 Definition of a Project Director ........................................... ................................ 52

3.3.1 General Description ............................................. .............................................. 52

3.3.2 Project ............................................. .................................................. ........... 53

3.3.4 Industry ............................................. .................................................. ......... 55

............................................. 3.3.6 Related Disciplines ...................................... 56

3.4 Competencies Project Manager ............................................ .......................... 56

3.4.2 Technical Skills Project Management ......................................... .... 58

3.5 Perform Integration .............................................. .................................................. ... 66

4.1 Develop Project Constitution Act .......................................... ............... 75

4.7 Close Project or Phase ............................................ ................................................. 121

5.1 Scope Management Plan ............................................ ..................................... 134

............................................... 5.2 Collect Requirements .................................................. ... 138

5.2.1 Collect Requirements: Inputs ........................................... ............................. 140

5.2.2 Collect Requirements: Tools and Techniques ......................................... .... 142

5.2.3 Collect Requirements: Outputs ........................................... ............................... 147

5.3 Define Scope .............................................. .................................................. ......... 150

5.4 Create WBS / WBS ............................................ .................................................. ........... 156

5.4.1 Create WBS / WBS: Inputs ........................................ .................................... 157

5.4.3 Create WBS / WBS: Outputs ........................................ ....................................... 161

Validate 5.5 Scope .............................................. .................................................. ......... 163

5.6 Control Scope .............................................. .................................................. ..... 167

6. MANAGEMENT PROJECT TIMELINE ........................................... ............................ 173

6.3 Sequence Activities .............................................. ............................................ 187

6.4 Estimate Activity Duration ........................................... ............................ 195

7. MANAGEMENT PROJECT COST .......................................... ................................... 231

7.2 Estimate Costs .............................................. .................................................. ........ 240

7.3 Determine Budget .............................................. ............................................ 248

8. QUALITY MANAGEMENT PROJECT .......................................... .................................... 271

8.1 Plan Quality Management ........................................... .................................... 277

.............................................. 8.2 Manage Quality .................................................. ..... 288

8.3 Quality Control .............................................. .................................................. ...... 298

9. RESOURCE MANAGEMENT PROJECT .......................................... .............................. 307

9.1 Resource Management Plan ............................................ .................................... 312

9.2 Estimate Activity Resources ........................................... ......................... 320

9.3.1 Acquiring Resources: Posts ........................................... ................................. 330

9.3.2 Acquiring Resources: Tools and Techniques ......................................... ......... 332

9.3.3 Acquiring Resources: Outputs ........................................... ................................... 333

SAW Table of Contents

9.5 .............................................. lead the team .................................................. ............ 3. 4. 5