^ Wickwire Jon M. et al. 2002. Construction Scheduling Preparation Liability and Claims. p. 289.
^ Nokes Sebastian Kelly Sean 2007. The Definitive Guide to Project Management The Fast Track to Getting. p. 331.
^ Van Bon Jan 2006. Frameworks for IT Management. Van Haren Publishing. p. 206. ISBN 90 77212 90 6.
A Guide to the Project Management Body of Knowledge
PMBOK Guide
Genre s Business
Publisher Project Management Institute
Publication day of the month 2008
ISBN 978 1 933890 51 7
A Guide to the Project Management Body of Knowledge PMBOK Guide is a volume which presents a set of norm terminology and guidelines for project management. The Fourth Edition 2008 was recognized by the American National Standards Institute ANSI as an American National Standard ANSI PMI 99 001 2008 and by the Institute of Electrical and Electronics Engineers IEEE 1490 2011. 1
Contents conceal
1 History
2 Contents
3 See also
4 References
5 External links
History
A Guide to the Project Management Body of Knowledge PMBOK Guide was first printed by the Project Management Institute PMI as a white material for writing or printing on in 1983 in an attempt to record and standardize generally accepted project management intelligence and practices. The first issue was printed in 1996 followed by the second issue in 2000. 2
In 2004 the PMBOK Guide Third Edition was printed with enormous changes from the previous editions. The up to date English linguistic communication PMBOK Guide Fourth Edition was released on December 31 2008.
Work on the Fifth Edition is in growth. On February 17 2012 an Exposure Draft of the PMBOK Guide Fifth Edition was made obtainable for inspection and remark 3. The final examination version is expected to be printed in 2012 2013.
Contents
The PMBOK Guide is process based signification it describes work as being accomplished by processes. This access is consistent with another management standards such as ISO 9000 and the Software Engineering Institute’s CMMI. Processes overlap and interact throughout a project or its various phases. Processes are described in conditions of
Inputs documents plans designs etcetera.
Tools and Techniques mechanisms concerned with concrete problems or data to inputs
Outputs documents products etcetera.
The Guide recognizes 42 processes that drop into five fundamental process groups and nine information areas soon to be 11 that are typical of almost all projects.
The five process groups are
Initiating
Planning
Executing
Monitoring and Controlling
Closing
The nine information areas are
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
Each of the nine information areas holds the processes that need to be accomplished in its school in order to gain with effort an result driven project management software. Each of these processes also falls into one of the five fundamental process groups making a rectangular array structure such that every process can be connected to one information field and one process group.
The PMBOK Guide is meant to verbal act of offering a general guidebook to control most projects most of the time. There are at the moment two extensions to the PMBOK Guide the Construction Extension to the PMBOK Guide applies to construction projects while the Government Extension to the PMBOK Guide applies to regime projects.
References
^ IEEE 2011 IEEE Guide Adoption of the Project Management Institute PMI R Standard A Guide to the Project Management Body of Knowledge PMBOK R Guide Fourth Edition
^ A Guide to the Project Management Body of Knowledge right of publication one side of one leaf issue 2 ISBN 1 880410 12 5 gratis. pdf issue and issue 3 2004 ISBN 978 1 930699 45 8 and issue 4 2008 ISBN 1 933890 51 7
^ 1 Current PMI Standards Projects
Scope project management
In project management the name scope has two easy to perceive uses Project Scope and Product Scope.
Scope involves getting intelligence needed to begin a project and the features the ware would have that would assemble its stakeholders requirements.
Project Scope The work that needs to be accomplished to hand over a ware service or outcome with the specified features and functions. 1
Product Scope The features and functions that characterize a ware service or outcome. 2
Notice that Project Scope is more work oriented the hows while Product Scope is more oriented toward working requirements. the whats.
If requirements are not completely defined and described and if there is no result driven change discipline in personal activities in a project scope or requisite crawl may ensue.
Scope crawl management is significant for result driven project management. Projects are expected to assemble nonindulgent deadlines with resource restraints and an unvetted and unapproved change in the scope can bear upon the success of the project. Scope crawl sometimes causes cost overrun.
Scope crawl is a name which refers to the incremental enlargement of the scope of a project which may comprise and present more requirements that may not have been a portion of the first planning of the project while nevertheless failing to adapt schedule and sum of money allocated. There are two easy to perceive ways to independent scope crawl management. The first is organization scope crawl and the second is called features also engineering scope crawl. The type of scope crawl management is always dependent upon on the people who make the changes.
Business scope crawl management occurs when decisions that are made with quotation to a project are designed to work out or assemble the requirements and needs of the organization. Business scope crawl changes may be a outcome of characterized by poverty requirements determination early in growth or the failing to comprise the users of the project until the later distinct time period in a sequence of events of the systems growth life circle.
Scope management design is one of the enormous Scope information exchange documents. The Project Scope Management Plan documents how the project scope shall be defined managed controlled verified and communicated to the project squad and stakeholders clients. It also comprises of all work needed to having every necessary part the project. The documents are being used to discipline in personal activities what is in and out of the scope of the project by the use of a Change Management system. Items deemed out of scope move directly via the change discipline in personal activities process and are not automatic added to the project work items. The Project Scope Management design is included in as one of the sections in the all encompassing Project Management design. It can be very detailed and traditional or loosely framed and informal depending on the information exchange needs of the project.
Features