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What a petrol head call's cars...

Cars
A car (or automobile) is a wheeled motor vehicle used for transportation. Most definitions of car say they run primarily on roads, seat one to eight people, have four tires, and mainly transport people rather than goods.

project mgmt history

projects are temporary endeavors undertaken to create a unique product or service. The temporary nature of projects indicates a definite beginning and end.

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what you'll find here

• 

  help on the pmbok© guide 4th ed.

  The pmbok© guide is a recignised standard for the project mgmt profession. Though providing guidelines the pmbok© guide can be confusing upon application.

• 

  help on preparing for the pmp exam

  PMI’s Project Management Professional (PMP)® credential is the most important industry-recognized certification for project managers.

• 

  information about project mgmt

  we have a wide repository of information on project mgmt. browse our pages and find out.

project management

What is project management and what are projects.

project mgmt is the application of knowledge, skills, tools and techniques to project activities in order to meet project requirements. Project mgmt is accomplished through the appropriate application and integration of project mgmt processes.

project mgmt history

projects are temporary endeavors undertaken to create a unique product or service. The temporary nature of projects indicates a definite beginning and end.

continue pmi
continue prince2
continue ipma
continue agile

what you'll find here

• 

  help on the pmbok© guide 4th ed.

  The pmbok© guide is a recignised standard for the project mgmt profession. Though providing guidelines the pmbok© guide can be confusing upon application.

• 

  help on preparing for the pmp exam

  PMI’s Project Management Professional (PMP)® credential is the most important industry-recognized certification for project managers.

• 

  information about project mgmt

  we have a wide repository of information on project mgmt. browse our pages and find out.

project mgmt history

The father of project mgmt

henry Laurence gantt A.B., M.E. (1861 – 23 November 1919) was an American mechanical engineer and management consultant who is mostly known for developing the Gantt chart in the 1910s.
Gantt charts were employed on major infrastructure projects including the Hoover Dam and Interstate highway system and continue to be an important tool in project management.
Gantt created many different types of charts. He designed his charts so that foremen or other supervisors could quickly know whether production was on schedule, ahead of schedule, or behind schedule. Modern project management software includes this critical function even now. Gantt describes two types of balances:
the "man’s record", which shows what each worker should do and did do, and the "daily balance of work", which shows the amount of work to be done and the amount that is done. Gantt gives an example with orders that will require many days to complete. The daily balance has rows for each day and columns for each part or each operation. At the top of each column is the amount needed. The amount entered in the appropriate cell is the number of parts done each day and the cumulative total for that part. Heavy horizontal lines indicate the starting date and the date that the order should be done. According to Gantt, the graphical daily balance is "a method of scheduling and recording work". In this 1903 article, Gantt also describes the use of:
"production cards" for assigning work to each operator and recording how much was done each day.

gantt's legacy

• 

  gantt chart

  Still accepted as an important management tool today, it provides a graphic schedule for the planning and controlling of work, and recording progress towards stages of a project. The chart has a modern variation, Program Evaluation and Review Technique (PERT).

• 

  social responsibility of business

  He believed that businesses have obligations to the welfare of the society in which they operate.

• 

  Industrial Efficiency

  Industrial efficiency can only be produced by the application of scientific analysis to all aspects of the work in progress. The industrial management role is to improve the system by eliminating chance and accidents.

• 

  Task And Bonus System

  He linked the bonus paid to managers to how well they taught their employees to improve performance.

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pmi

What is the pmi

PMI is the world’s leading not-for-profit membership association for the project management profession, with more than 650,000 members and credential holders in more than 185 countries. Our worldwide advocacy for project management is supported by our globally-recognized standards and credentials, our extensive research program, and our professional development opportunities.
These products and services are the basis of greater recognition and acceptance of project management’s successful role in governments, organizations, academia and industries.

what is the pmbok® guide

PMI’s global standards provide the knowledge and foundation you and your organization need to succeed. PMI standards promote superior project management through widely recognized and consistently applied practices, and encourage its worldwide acceptance and adoption. A standard is a document, established by consensus and approved by a recognized body, which provides, for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context.
Developed under a process based on the concepts of consensus, openness, due process, and balance, PMI standards provide guidelines for achieving specific project, program and portfolio management results.
PMI standards are grouped into three categories: foundational, practice and frameworks, and extensions.

foundational standards

These standards provide a foundation for project management knowledge and represent the four areas of the profession: project, program, portfolio and the organizational approach to project management. They are the foundation on which practice standards and industry-specific extensions are built.

practises and framework

Practice standards are guides to the use of a tool, technique or process identified in the PMBOK® Guide or other foundational standards.

Standards extension

Standard extensions expand upon our foundational standards to provide more information on specific project types or industry information.

What is the pmi

PMI is the world’s leading not-for-profit membership association for the project management profession, with more than 650,000 members and credential holders in more than 185 countries. Our worldwide advocacy for project management is supported by our globally-recognized standards and credentials, our extensive research program, and our professional development opportunities.
These products and services are the basis of greater recognition and acceptance of project management’s successful role in governments, organizations, academia and industries.

what is the pmbok® guide

PMI’s global standards provide the knowledge and foundation you and your organization need to succeed. PMI standards promote superior project management through widely recognized and consistently applied practices, and encourage its worldwide acceptance and adoption. A standard is a document, established by consensus and approved by a recognized body, which provides, for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context.
Developed under a process based on the concepts of consensus, openness, due process, and balance, PMI standards provide guidelines for achieving specific project, program and portfolio management results.
PMI standards are grouped into three categories: foundational, practice and frameworks, and extensions.

foundational standards

These standards provide a foundation for project management knowledge and represent the four areas of the profession: project, program, portfolio and the organizational approach to project management. They are the foundation on which practice standards and industry-specific extensions are built.

practises and framework

Practice standards are guides to the use of a tool, technique or process identified in the PMBOK® Guide or other foundational standards.

Standards extension

Standard extensions expand upon our foundational standards to provide more information on specific project types or industry information.

go to...

The most common standards in project management are the Project Management Institute's Project Management Body of Knowledge PMBOK® Guide and the British Government's Projects in Controlled Environments PRINCE2®.
A comparison of the two standards shows that the PMBOK® and PRINCE2® complement each other well. They're not competitors: think of them as two useful tools available to help you manage your projects. In today's complex world, you need as many of those as you can lay your hands on and it would be foolish to completely ignore one of them. Both have strenghts and specialisms in different areas but the easy way to think of it is this:

- PRINCE2® is a series of Principles, Processes and Themes suitable for any size or subject of project. It describes what a project manager should do.
- The PMBOK® is a collection of knowledge areas and process groups. It describes what a Project Manager should know.

Both systems are global and have hundreds of thousands of certified members. It is generally accepted that PRINCE2® and PMBOK® are complementary and that a complete Project Manager should have knowledge of both.

A COMPARISON OF PRINCE2 AGAINST PMBOK

Introduction

This comparison takes each part of the PMBOK® and gives an opinion on what match there is with elements of the PRINCE2® method. It can be used in any discussion of the level of compatibility between two approaches, or can be used to identify where additional material is required to be added or changed to training in one or the other in order to cover both approaches.
The PMBOK® Guide is divided into four sections;

- the Project Management framework
- the Project Management knowledge areas
- Appendices
- glossary and index.
The first two sections are sub-divided into chapters. Section III has 7 appendices and section IV is broken into glossary and index.

preparation

depending on background, education and experience your preparation complexity, time and efforts will differ. Keep in mind that the exam focuses on situational questions. Don't just study each Knowledge area or process group individually, try to put it all together. Link it up to your real world experience and let yourself "flow" back and forth through the processes getting familiar with their dependencies. Project mgmt is much more than a stiff corset put into place to get work done according to processes.

Understand

project mgmt plan comprises the architecture of the project. Work is compared to the plan to ensure only the needed work is done. the project mgmt plan gives structure to the project therefore updates to this plan are outputs to most execution and, monitoring and controlling processes.
The pmbok® guide addresses this plan in the integration mgmt chapter. It is created in the planning process group and acts as an input to many processes in the executing and, monitoring and controlling process groups.
it comprises:
- the mgmt plans for all knowledge areas
- the project baselines
- A change mgmt plan
- a requirements mgmt plan
- a process improvment plan
- a configuration mgmt plan

changes and updates. The project documentation needs to be kept up to date so that they reflect the changes and the implementation of preventive or corective actionsfor each knowledge area. planning is the first step when addressing scope, time, cost, Quality, HR, communication, Risk and procurement.
keep in mind that scope, time and cost mgmt haven't got their own designated planning process [e.g. "plan procurements"]. These three plans are created as part of the "develop project mgmt plan" process

mgmt plans for each knowledge area. planning is the first step when addressing scope, time, cost, Quality, HR, communication, Risk and procurement.
keep in mind that scope, time and cost mgmt haven't got their own designated planning process [e.g. "plan procurements"]. These three plans are created as part of the "develop project mgmt plan" process

Inputs and outputs, how many do you think they are? Don't bother, there is no sense in learning them all of by heart. furthermore it will not help you, not on the exam and not in the real world. It is necessary to understand the need for an input in order to be able to come up with any specific output.
Think of a WBS. you need scope and requirements to create a WBS. So, the project scope statement and the requirements documentation would be important inputs to this process.

Know the material thoroughly, read the pmbok® guide. The exam tests knowledge but more so the ability of correct application and analysis. Think of large projects when studying.

the questions can be wordy, multiple paragraphs long, confusing and mis-leading. The exam tests knowledge but more so the ability of correct application and analysis. Get some practice, get familiar with the type of questions

the day before the exam

Give yourself a rest. if you have been studying for a considerable amount of time you will need a day off before you take the exam. do something relaxing. take your mind of the exam.

Exam day

here you go. this is what you have been studying for. keep a tight focus on your time. don't spend a lot of time with questions you don't understand. move through the exam and revisit. you will be able to mark questions.

Remember

used scratchpaper has to be given back if more is needed. Know what you will note during your brain dump.

What type of test taker are you? Know that and plan accordingly!

time is crutial. you have 4 hrs time and 200 questions to answer [thats 72 sec per question if you wondered]. Don't spend to much time on questions you don't understand right away. you can mark questions and revisit them again later. I would NOT advise you to change answers, chances are big that you change a question from correct to incorrect [know what type of test taker you are]. The questions are generated randomly and do not follow the path of a typical project.

pmi perspective, not yours...

after the exam

in order to uphold your credential you will need to earn 60 PDU's every 3 years for the PMP credential.

On our download page you will find helpful documents

On our tools page you will find helpful tools

On our maps page you will find helpful maps

Introduction

A guide to the project mgmt body of knowledge (pmbok®) is a recognised standard for the project mgmt profession. A standard is a formal document that describes established norms, methods, processes and practises. As with other professions such as law, medicine and accounting, the knowledge contained in the pmbok® standard evolved from the recognised good practises of project mgmt practitioners who contributed to the development of the standard

The pmbok® provides guidelines for managing individual projects. It defines project mgmt and related concepts and describes the project mgmt life cycle and the related processes

purpose of the pmbok® guide

The increasing acceptance of project mgmt indicates that the application of appropriate knowledge, processes, skills, tools and techniques can have a significant impact on project success. The pmbok® identifies that subset of the project mgmt body of knowledge generally recognised as good practice. "generally recognised" means the knowledge and practices described are applicable to most projects most of the time, and there is consens about their value and usefulness. "good practice" means their is general agreement that the application of these skills, tools and techniques can enhance the changes of success over a wide range of projects. Good practce does not mean the knowledge described should always be applied uniformly to all projects; the organisation and/or project mgmt team is responsible for determining what is appropriate for any given project.

In addition to the standards that establish guidelines for project mgmt processes, tools and techniques, the "project mgmt Institute Code of ethics and professional conduct" guides practitioners of the profession of project mgmt and describes the expectations practitioners have of themselves and others. the "project mgmt Institute Code of ethics and professional conduct" is specific about the basic obligation of responsibility, respect, fairness, and honesty. It requires that practitioners demonstrate a commitment to ethical and professional conduct. it carries the obligation to comply with laws, regulations and organisational and professional policies. Since practitioners come from diverse backgrounds and cultures, the "project mgmt Institute Code of ethics and professional conduct" applies globally. When dealing with any stakeholders, practitioners should be commited to honest and fair practices and respectfull dealings.
Acceptance of the code is a requirement for the pmp® certification by pmi.

content pmbok® guide

Project mgmt is accomplished through the appropriate application and integration of the 42 logically grouped project mgmt processes comprising the 5 process groups. these 5 process groups are:

initiating
planning
execution
monitoring & controlling
closing

go to...

initiating process group

This process group consists of the processes needed to define a new project or a new phase of an existing project by obtaining authorisation. Within this process group the initial scope is defined and the financial resources commited. During the start of a project the project manager needs to be assigned and internal as well as exteranl stakeholders are identified.
This information is captured in the project charter and stakeholder register. Upon approval the project becomes officially authorised.
During the initiation process a large project would typically be divided into seperate phases. In such cases initiating processes are carried out during subsequent phases to validate the decisions made during the original "Develop project charter" and "identify stakeholders" processes
Initiating processes at the start of each phase helps keep the project focused on the business.

planning process group

The planning process group consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives. The planning processes develop the project mgmt plan and the project documents that will be used to carry out the project.
The multi-dimensional nature of project mgmt creates repeated feedback loops for additional analysis. As more information and characteristics are gathered and understood, additional planning may be required. Progressive detailing of the project mgmt plan is called "rolling wave planning", indicating that planning and documentation are iterative and ongoing processes.

execution process group

The executing process group consists of those processes needed to complete the work defined in the project mgmt plan to satisfy the project specifications. This process group involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project mgmt plan. During project execution, results may require planning updates and re-baselining. This can includechanges to expected activity durations, changes in resource productivity and availability, and unanticipated risks. Such variances may affect the project mgmt plan or project documents and may require detailed analysis and development of appropriate project mgmt responses.
The result of the analysis can trigger change requests that, if approved, may modify the project mgmt plan or project documents and possibly require establishing new baselines. A large portion of the projects budget will be expended in performing the execution process group processes.

monitoring & controlling process group

The monitoring & controlling process group consists of those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. The key benefit of this process group is that project performance is observed and measured regularly and consistently to identify variances from the project mgmt plan.
This continuous monitoring provides the project team insight into the health of the project and identifies any areas requiring additional attention. In multi-phase projects, the monitoring & controlling process group coordinates project phases in order to implement corrective or preventive actions to bring the project into compliance with the project mgmt plan.

Closing process group

The closing process group consists of those processes performed to finalise all activities acros all project mgmt process groups to formally complete the project, or phase, or contractual obligations. This process group, when completed, verifies that the defined processes are completed within all the process groups to close the project or a project phase, as appropriate, and formally establishes that the project or project phase is complete.

What need's to be done

Once a project is selected, it is chartered and, therefore, authorised. In addition to creating the project charter, initiating a project involves:

- Selecting the project manager
- Determining company culture and existing systems
- Collecting processes, procedures, and historical information
- Understanding the business case
- Uncovering initial requirements
- Assessing project/product feasibility within constraints
- Dividing large projects into phases
- Creating realistic and obtainable objectives
- Developing the project charter
- Identifying stakeholders
- Develop stakeholder strategy

These are actions needed in order to complete project initiation. However, a more specific course of action must be understood. The PMBOK® Guide only states two [2] processes contained in the initiating process group. We need to go beyond that and enlighten the effort involved getting the work done.

- Select the project manager
- Determine the authority of the project manager
- Collect historical information
- Become familiar with the company culture and structure as it relates to the project
- Divide large projects into phases
- Identify stakeholders, their influences, and their risk tolerances
- Determine high-level requirements, constraints, assumptions, and risks
- Turn high-level stakeholder needs, wants, and expectations into requirements
- Make sure the business case and the analysis supporting the need for the project are documented and understood
- Ensure the project scope is as final as practical
- Understand how the project supports the organisational strategy
- Determine realistic and measurable project and product objectives
- Facilitate the resolution of conflicting objectives
- Find existing processes, standards and compliance requirements that affect the project
- Understand how the organisation does business
- Plan the project on a high-level basis using the planning process
- Perform high-level estimating for the project schedule and budget
- Use the high-level planning documents to determine the project success within the given constraints
- Determine the form of the project charter
- Coordinate project initiation efforts
- Determine acceptance criteria
- Determine what is NOT on the project
- Determine initial project team
- Identify milestones on the project
- Determine what will constitute success
- Finalise the project charter
- Obtain formal approval of the project charter
- Create stakeholder mgmt strategy.

High-level planning during initiation

High-level planning is done during initiation. This may include the creation of a high-level WBS, performing order of magnitude estimating, and doing high-level risk identification. This information is used to determine wether the product of the project can be delivered by the end date and within the requested budget. Assess the chance of the project being successful before the organisation commits money and resources to the project. This high-level planning effort is part of creating the project charter, which then documents measurable project objectives, milestone schedules, and an initial budget for the project.

Progressive elaboration

Once this high-level planning has begun in the initiating process group it is iterated and refined later into plans that can be used to manage the project. Although the project mgmt plan is finalised in the planning process group, items such as the detailed estimate, project scope, and product scope may be clarified over time as the work is being done during the executing and, monitoring and controling processes. The process of continually refining estimates and scope is called progressive elaboration.

Tools & Techniques

Download our matrix of tools and techniques assigned to the individual processes

Inputs

The pmbok® guide lists following inputs to this process group:

Develop project charter

- Project statement of work
- Business case
- Contract
- EEF
- OPA

Identify stakeholders

- Project charter
- Procurements document
- EEF
- OPA

If we think for a moment we realise that we need more than those inputs in order to have all the necessary information.
Take following into account:

- The companies strategic plan
- Industry standards
- The companies change control system
- Major projects related to this one
- List of people who may be good team members
- List of standardised stakeholders

Outputs

Develop project charter

- Project charter

Identify stakeholders

- Stakeholder register
- Stakeholder mgmt strategy

Flow chart

Fig. initiating process group

Next...

What need's to be done

In project planning, the project manager and the team perform a detailed analysis of whether the objectives in the project charter can be achieved. They also decide how the project will be accomplished, addressing all appropriate project mgmt processes and knowledge areas. This means determining what processes in the pmbok® guide are appropriate for the needs of the project, to avoid wasting resources on activities that are not relevant to the particular project. The planning process group is the only process group that follows a set order of processes.
The following are actions that are stated in the pmbok® guide:

- Developing the project mgmt plan
- Collecting requirements
- Defining Scope
- Creating the WBS
- Defining activities
- Sequencing activities
- Estimating activity resources
- Estimating activity durations
- Developing Schedule
- Estimating costs
- Determining Budget
- Planning Quality
- Developing human resource plan
- Planning communications
- Planning risk mgmt
- Identifying risks
- Performing qualitative risk analysis
- Performing quantitative risk analysis
- Planning risk responses
- Planning procurements

You need a more detailed understanding of what really should be done during project planning:

- Determine how you will plan the mgmt efforts for all knowledge areas
- Refine the high-level requirements
- Expand on the assumptions [look for new assumptions]
- Refine high-level constraints
- Create a description of the project deliverables
- Gain approval of the final scope before further planning
- MoB decision
- Determine who will be on the project team
- Break down work into smaller pieces
- Create descriptions of work packages
- Break down work packages into list of activities
- Sequence activities
- Estimate resource requirements
- Gain resource commitment [meet with functional mgr’s]
- Decide level of accuracy for estimates
- Estimate time and costs by those who do the work
- Determine how long the project will take w/o compressing the schedule
- Develop a preliminary schedule ignoring the constraints, and reconcile the two
- Develop a preliminary budget ignoring the constraints, and reconcile the two
- Determine quality practices and standards
- Determine the processes the project will follow
- Determine how to improve the processes in use
- Create recognition and reward system
- Determine the roles and responsibilities on the project
- Determine the information needed from other projects
- Plan what will be communicated on the project
- Complete detailed risk identification, qualitative and quantitative risk analysis, and risk response planning
- Go back – Iterations, work toward a project mgmt plan that is realistic
- Prepare procurement documents
- Look for positive and negative interactions with other projects
- Determine the processes to control change
- Finalise the “execute” and “control” aspects of all mgmt plans
- Plan ways to measure project performance
- Determine what meetings, reports, and other activities you will use to control the project
- Develop the final project mgmt plan and baselines
- Gain formal approval of the project mgmt plan
- Hold a kick-off meeting with key stakeholders, team, functional mgr’s, and customers

Detailed planning

The results of the planning effort are a project mgmt plan and project documents. Project planning is iterative. Each planning process performed may use the result of the previous processes, and each process may affect or cause changes to the previous processes. The idea is to attempt to comlete each planning process as fully as possible. Then, after risk identification, qualitative and quantitative risk analysis, and risk response planning, you go back to finalize all the components of the project mgmt plan and project documents.
It is only after risk mgmt that the final cost and schedule can be determined. Risk mgmt could also result in changes to the resources, when they are used, in what sequence activities are performed, and almost all other parts of the project.
Project planning does not just occur when the project is beginning. We also move back into planning to accommodate changes to the project.

Mgmt plans

There are many components to mgmt plans, but generally they answer the question of "HOW will I go about planning scope, schedule, cost, etc. ?" and "HOW will I manage and control scope, schedule, cost, etc. ?"
The answers to these questions are determined as part of project planning. The individual mgmt plans are combined into an overall project mgmt plan. Another important aspect to understand about planning is that the amount of time the team spends in project planning and the level of detail achieved in the plan should be appropriate to the needs of the project.

Phase planning

Some projects cannot be fully planned to a detailed degree prior to starting work on the project. These projects are often organised by phases. In such cases, only the first phase may be fully planned, while the later phases are planned at a higher level until more is known about the project. Detailed planning for the next phase is then done as the previous phase nears completion. This approach is called "rolling wave planning".

Tools & Techniques

Download our matrix of tools and techniques assigned to the individual processes

Inputs

The pmbok® guide lists following inputs to this process group:

Develop project mgmt plan

- Project charter
- Outputs from planning process
- EEF
- OPA

Collect requirements

- Project charter
- Requirements documentation
- OPA

Define scope

- Project charter
- Stakeholder register

Create WBS

- Project scope statement
- Requirements documentation
- OPA

Define activities

- Scope baseline
- EEF
- OPA

Sequence activities

- Activity list
- Activity attributes
- Milestone list
- Project scope statement
- OPA

Estimate activity resources

- Activity list
- Activity attributes
- Resource calendars
- EEF
- OPA

Estimate activity durations

- Activity list
- Activity attributes
- Activity resource requirements
- Resource calendars
- Project scope statement
- EEF
- OPA

Develop schedule

- Activity list
- Activity attributes
- Project schedule network diagrams
- Activity resource requirements
- Resource calendars
- Activity duration estimates
- Project scope statement
- EEF
- OPA

Estimate costs

- Scope baseline
- Project schedule
- Human resource plan
- Risk register
- EEF
- OPA

Determine Budget

- Activity cost estimates
- Basis of estimates
- Scope baseline
- Project schedule
- Resource calendars
- Contracts
- OPA

Plan Quality

- Scope baseline
- Stakeholder register
- Cost performance baseline
- Schedule baseline
- Risk register
- EEF
- OPA

Develop human resource plan

- Activity resource requirements
- EEF
- OPA

Plan Communications

- Stakeholder register
- Stakeholder mgmt strategy
- EEF
- OPA

Plan risk mgmt

- Project scope statement
- Cost mgmt plan
- Schedule mgmt plan
- Communications mgmt plan
- EEF
- OPA

Identify risks

- Risk mgmt plan
- Activity Cost estimates
- Activity duration estimates
- Scope baseline
- Stakeholder register
- Cost mgmt plan
- Schedule mgmt plan
- Quality mgmt plan
- Project documents
- EEF
- OPA

Perform Qualitative risk analysis

- Risk register
- Risk mgmt plan
- Project scope statement
- OPA

Perform Quantitative risk analysis

- Risk register
- Risk mgmt plan
- Cost mgmt plan
- Schedule mgmt plan
- OPA

Plan risk responses

- Risk register
- Stakeholder mgmt plan

Plan procurements

- Scope baseline
- Requirements documentation
- Teaming agreement
- Risk register
- Risk related contract decision
- Activity resource requirements
- Project schedule
- Activity cost estimates
- Cost performance baseline
- EEF
- OPA

Outputs

The pmbok® guide lists following outputs to this process group:

Develop project mgmt plan

- Project mgmt plan

Collect requirements

- Requirements documentation
- Requirements mgmt plan
- Requirements traceability matrix

Define scope

- Project scope statement
- Project documents update

Create WBS

- WBS
- WBS Dictionary
- Scope baseline
- Project document updates

Define activities

- Activity list
- Activity attributes
- Milestone list

Sequence activities

- Project schedule network diagram
- Project documents update

Estimate activity resources

- Activity Resource requirements
- Resource breakdown structure
- Project documents update

Estimate activity durations

- Activity duration estimates
- Project documents update

Develop schedule

- Project schedule
- Schedule baseline
- Schedule data
- Project documents update

Estimate costs

- Activity cost estimates
- Basis of estimates
- Project documents update

Determine Budget

- Cost performance baseline
- Project funding requirements
- Project documents update

Plan Quality

- Quality mgmt plan
- Quality metrics
- Quality checklist
- Process improvement plan
- Project documents update

Develop human resource plan

- Human resource plan

Plan Communications

- Communications mgmt plan
- Project documents update

Plan risk mgmt

- Risk mgmt plan

Identify risks

- Risk register

Perform Qualitative risk analysis

- Risk register update

Perform Quantitative risk analysis

- Risk register update

Plan risk responses

- Risk register updates
- Risk related contract decision
- Project mgmt plan updates
- Project documents update

Plan procurements

- Procurement mgmt plan
- Procurement SoW
- MoB Decision
- Procurement documents
- Source selection criteria
- Change request

Flow chart

Fig. planning process group

Next...

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hints & help

PMBOK® Guide maps

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here you can download a matrix showing techniques ascociated to the individual project mgmt processes.

below you find a listing of the different tools and techniques with a brief description. There are many other tools and techniques that can be useful and helpful in fullfilling tasks. I only have listed the most important ones described in the pmbok® guide.

Expert Judgment

Such expertise is provided by any group or individual with specialised knowledge or training, and is available from many sources, including stakeholders, consultants, other units within the organisation, etc.
Expert judgment is used in all knowledge areas exept Quality and HR.

Interviewing

Interviewing is a formal or informal approach to discover information from stakeholders by talking to them directly. It is tipically performedby asking prepared and spontaneous questions and recording the responses. Often conducted one-on-one, but may involve multiple interviewers and/or multiple interviewees.

Focus groups

Focus groups bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result. A trained moderator guides the group through an interactive discusion.

Facilitated workshops

These sessions bring key cross-functional stakeholders together to define product requirements, scope or identify risks. Such workshops are considered a primary technique for quickly defining cross-functional requirements and reconciling stakeholder differences. If well facilitated they can build trust, foster relationships, and improve communications among the participants.

Variance Analysis

Project performance measurements are used to assess the magnitude of variation from the original baseline. This is an important aspect to scope controll in order to decide whether corrective or preventive action is required

Decomposition

This is a subdivision of deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level. The work package level is the lowest level in the wbs, and is the point at which the cost and activity durations for the work can be reliably estimated and managed. The level of detail for work packages will vary with the size and complexity of the project.

Decomposition involves:
- Identifying and analysing the deliverables and related work
- Structuring and organising the wbs
- Decomposing the upper wbs levels into lower level detailed components
- Developing and assigning identification codes to the wbs components
- Verifying that the degree of decomposition of the work is necessary and sufficient

They are a few set rules for creating a wbs:
- WBS is created with the help of the team
- The first level is completed before the project is broken down further
- Each level of the wbs is a smaller piece of the level above
- The entire project is included
- The wbs only contains deliverables that are required for the project
- Deliverables not in the wbs are not part of the project

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During my studies for the pmp exam I captured my efforts in maps. Please keep in mind that these maps helped me to prepare for the exam, however they may be unclear and confusing to others. The maps contain abbreviations and represent shortcuts in order to help link the 42 processes to a project.
The documents are all in pdf format, paper size A3 - unless otherwise remarked.
You can download and install the adobe® reader by following the adobe® icon below.
Information on creating mind maps can be found by following the mindjet® link below.

The 42 processes have two methods of approach:
Following the nine knowledge areas
Following the five process groups

A. P. Wiesendanger | PMP

I am a project manager. That is how I see and identify myself, no matter what my formal title. And it’s for a very simple reason: there is one constant in business, and that is change. Managing change is usually most successfully done when broken down into small-sized pieces as a project. That is what I love doing: implementing some kind of change (an improvement) by breaking it down into realistic pieces, mapping out a plan to successfully accomplish the goals and then making it happen.
I've managed departments and people, and yet doing either of those things well invariably also understanding how to manage projects. Helping staff accomplish personal and professional development goals is often best done as a project: identify the goals, determine a reasonable timeline, outline milestones, establish check points, and procure the necessary resources to make it happen. Managing a department is a combination of managing operations as well as a series of projects designed to execute change that is necessary as an organization grows and evolves.

Success requires communication

Being a project manager requires that you recognize that everyone involved has a vested interest and their own point of view, and that effectively communicating with them about the project requires recognizing, respecting and understanding their position.

Break it down

Breaking a problem and/or solution down to it’s basic building blocks and then working out a plan that meets the requirements of both the individual piece as well as a plan to integrate everything back together into a cohesive solution is critical and applicable to all aspects of life.
What I love about project management is that it has given me a way to view the world, to keep it from being overwhelming (at least all the time), and shown me how to define and measure my own opportunities for success. Even more than that, it’s provided me with microcosms in which I have had the opportunity to discover new business models and new organizational styles to see what lessons I can learn and then how to re-apply the most applicable ones someplace else.

My Profile

An energetic and motivating leader of project teams with a proven ability to effectively deliver projects meeting scope, schedule, and cost. I possess well-developed analytical and problem solving skills enhancing communication and influencing ideas, and information with peers, subordinates and superiors. I’m a self-starter and strong independent worker who is highly adaptable to changing circumstances and is committed to continuous improvement. A key member in team development and experienced in a matrix management environment.
PMP® / PRINCE2® certified.

Key Skills

Project Management according to PMI's PMBOK® Guide and APMG's PRINCE2®. Momentarily I'm working on obtaining the PMI SP® credential. Realistic scheduling is the key to success for projects. Skillfully combined with profound risk mgmt this combination is a strong tool. Adhereing to professional communication and influencing ideas and information with peers, subordinates and superiors are skills I apply effectively.
I communicate, nurture and maintain relations with customers due to my well-developed analytical and problem solving skills. I deliver effective presentation at all levels.
Team building / Personnel development
BWB experienced

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