Table of Contents
1 Introduction 1
1.1 Project Management 2
1.1.1 Importance of Project Management 2
1.1.2 Foundational Elements 4
1.2 Projects 5
1.2.1 Projects Drive Change 5
1.2.2 Projects Enable Business Value Creation 6
1.2.3 Contexts for Project Initiation 7
1.3 Programs and Program Management 9
1.4 Portfolios and Portfolio Management 9
1.5 Relationship Among Portfolios, Programs, and Projects 9
1.6 Organizational Project Management (OPM) 12
1.7 Project Components and Considerations 13
1.7.1 Project and Development Life Cycles 14
1.7.2 Project Phase 16
1.7.3 Phase Gate 18
1.7.4 Project Management Processes 19
1.7.5 Project Management Process Groups 21
1.8 Project Management Data and Information 23
1.9 Tailoring 25
1.10 Benefits Management and Business Documents 27
1.11 Project Charter, Project Management Plan, and Project Documents 31
1.12 Project Success Measures 34
2 The Project Environment 37
2.1 Enterprise Environmental Factors 38
2.1.1 EEFs Internal to the Organization 38
2.1.2 EEFs External to the Organization 39
2.2 Organizational Process Assets 39
2.2.1 Plans, Processes, and Documents 40
2.2.2 Organizational Knowledge Repositories 42
2.3 Governance 42
2.3.1 Organizational Governance 43
2.3.2 Project Governance 43
2.4 Management Elements 44
2.5 Organizational Structures 45
2.5.1 Organizational Structure Types 46
2.5.2 Factors in Organizational Structure Selection 47
2.6 Project Management Office 48
3 Role of the Project Manager 51
3.1 The Project Manager's Sphere of Influence 52
3.1.1 The Project 54
3.1.2 The Organization 55
3.1.3 The Industry 56
3.1.4 Project Stakeholders 57
3.2 Project Manager Competences 58
3.2.1 Ways of Working 59
3.2.2 Business Acumen 59
3.2.3 Power Skills 59
3.3 Qualities and Skills of a Leader 60
3.3.1 Leadership Styles 61
3.3.2 Leadership Compared to Management 62
3.3.3 Politics, Power, and Getting Things Done 63
3.3.4 Personality 65
3.4 Performing Integration 66
3.4.1 Performing Integration at the Process Level 66
3.4.2 Integration at the Cognitive Level 67
3.4.3 Integration at the Context Level 67
3.4.4 Integration and Complexity 67
4 Initiating Process Group 69
4.1 Develop Project Charter 71
4.2 Identify Stakeholders 73
5 Planning Process Group 77
5.1 Develop Project Management Plan 78
5.2 Plan Scope Management 81
5.3 Collect Requirements 83
5.4 Define Scope 85
5.5 Create WBS 87
5.6 Plan Schedule Management 89
5.7 Define Activities 90
5.8 Sequence Activities 92
5.9 Estimate Activity Durations 94
5.10 Develop Schedule 97
5.11 Plan Cost Management 99
5.12 Estimate Costs 100
5.13 Determine Budget 103
5.14 Plan Quality Management 105
5.15 Plan Resource Management 107
5.16 Estimate Activity Resources 109
5.17 Plan Communications Management 111
5.18 Plan Risk Management 113
5.19 Identify Risks 115
5.20 Perform Qualitative Risk Analysis 117
5.21 Perform Quantitative Risk Analysis 120
5.22 Plan Risk Responses 122
5.23 Plan Procurement Management 125
5.24 Plan Stakeholder Engagement 129
6 Executing Process Group 133
6.1 Direct and Manage Project Work 134
6.2 Manage Project Knowledge 137
6.3 Manage Quality 140
6.4 Acquire Resources 143
6.5 Develop Team 145
6.6 Manage Team 150
6.7 Manage Communications 152
6.8 Implement Risk Responses 154
6.9 Conduct Procurements 156
6.10 Manage Stakeholder Engagement 159
7 Monitoring and Controlling Process Group 161
7.1 Monitor and Control Project Work 162
7.2 Perform Integrated Change Control 165
7.3 Validate Scope 169
7.4 Control Scope 171
7.5 Control Schedule 173
7.6 Control Costs 176
7.7 Control Quality 179
7.8 Control Resources 181
7.9 Monitor Communications 184
7.10 Monitor Risks 186
7.11 Control Procurements 188
7.12 Monitor Stakeholder Engagement 192
8 Closing Process Group 195
8.1 Close Project or Phase 196
9 Inputs and Outputs 201
10 Tools and Techniques 245
References 315
Appendix X1 Contributors and Reviewers of Process Groups: A Practice Guide 317
X1.1 Reviewers 317
X1.2 PMI Staff 317
Glossary 319
1 Inclusions and Exclusions 319
2 Common Acronyms 320
3 Definitions 322
Index 347
