PMBOK 6th Edition Overview Lecture Notes

Introduction

• Discussion on PMBOK 6th Edition.
• Comparison to previous session on PMBOK 5th Edition.
• Focus on Project Management processes from start to finish.
• PMBOK is a comprehensive guide and serves mainly as a reference.

Structure of the PMBOK Guide

• Part 1: 13 Chapters
  • Chapters 1-3: General Concepts
    • Definition of a project and project management.
    • Organizational structures and their impact on project management.
    • Project Manager competencies (PMI Talent Triangle).
  • Chapters 4-13: Ten Knowledge Areas.
• Part 2: ANSI Standard of Project Management.

Understanding Projects

• Projects start with Initiating Process.
• Key Document: Project Charter
  • Acts as a birth certificate for the project.
  • Includes project name, manager, and basic conditions.
• Stakeholder Process
  • Identification of stakeholders who have any interest in the project.
  • Stakeholders can be internal or external, positive or negative.

Integration and Stakeholder Management

• Initiating involves:
  • Project Charter creation (4.1)
  • Stakeholder identification (13.1)
• Emphasis on interconnectedness of processes (arrows going both ways).

Planning Processes

• Integration Management
  • Develop Project Management Plan to integrate all areas.

Scope Management

• Plan Scope Management: Define how to manage the scope.
• Collect Requirements: Functional, technical, and activity requirements.
• Define Scope: Create a scope statement.
• Create WBS: Breakdown of work into manageable parts.

Schedule Management

• Plan Schedule Management: Define rules for scheduling.
• Define Activities: Identify tasks to deliver scope.
• Develop Schedule: Use tools like Gantt charts.

Cost Management

• Plan Cost Management: Set rules for budget management.
• Estimate Costs: Based on activities and scope.
• Determine Budget: Develop spending plan.

Quality, Resource, and Communication Management

• Plan Quality Management: Define quality standards.
• Plan Resource Management: Incorporate human and material resources.
• Plan Communication Management: Prepare communication strategy.

Risk, Procurement, and Stakeholder Management

• Risk Management: Identify risks, perform qualitative and quantitative risk analysis, and plan risk responses.
• Plan Procurement Management: Decide make-or-buy aspects.
• Plan Stakeholder Engagement: Manage influence and power of stakeholders.

Execution and Monitoring

• Execution and Monitoring are fluid and interconnected.
• Integration Management
  • Direct and Manage Work
  • Manage Project Knowledge (new process for lessons learned).

Execution Processes

• Manage Quality: Ensure quality standards are met.
• Acquire Resources: Hire and procure resources.
• Develop and Manage Team: Build team cohesiveness and manage operations.
• Manage Communications and Implement Risk Responses.
• Conduct Procurements: Execute buying decisions.
• Manage Stakeholder Engagement.

Monitoring and Controlling Processes

• Integration Management
  • Monitor and Control Work
  • Perform Integrated Change Control.
• Validate and Control Scope, Schedule, Costs, Quality, Resources.
• Monitor Communications, Risks, and Stakeholder Engagement.

Closing Process

• Close project or phase: Finalize and document all processes.
• Previously, closing procurement was separate, now integrated.

Conclusion

• Importance of understanding process interconnections and flexibility.
• PMBOK should support project management without being overly rigid.
• Encourage practice and adaptation to project needs.