Remerciez-le!

Remerciez @Admin pour avoir partagé cet document gratuitement, de la manière la plus simple, en partageant sur les réseaux sociaux.

Introduction A Guide to the Project Management Body of Knowledge (PMBOK Guide)

Introduction A Guide to the Project Management Body of Knowledge (PMBOK Guide) is a recognized standard for the project management profession. A standard is formal document that describes established norms, methods, processes, and practices. As with other professions such as law, medicine, and accounting, the knowledge contained in this standard evolved from the recognized good practices of project management practitioners who contributed to the development of this standard. The first two chapters of the PMBOK Guide provide an introduction to key concepts in the project management field. Chapter 3 is the standard for project management .As such, it summarizes the processes, inputs, and outputs that are considered good practices on most projects most of time. Chapters 4 through 12 are the guide to the project management body of knowledge. They expand on the information in the standard by describing the inputs and outputs as well as tools and techniques used in managing projects. The PMBOK Guide provides guidelines for managing individual projects. It defines project management and related concepts and describes the project management life cycle and related processes. Purpose The increasing acceptance of project management indicates that the application of appropriate knowledge, processes, skills, tools, and techniques can have a significant impact on project success. The PMBOK® Guide identifies that subset of the Project Management Body of Knowledge that is generally recognized as good practice. “Generally recognized” means that the knowledge and practices described are applicable to most projects most of the time, and that there is widespread consensus about their value and usefulness. “Good practice” means that there is general agreement that the correct application of these skills, tools, and techniques can enhance the chances of success over a wide range of different projects. Good practice does not mean that the knowledge described should always be applied uniformly on all projects; the organization and/or project management team is responsible for determining what is appropriate for any given project. What is a project? A project is a temporary endeavour undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end. The end is reached when the project’s objectives have been achieved, or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. Temporary does not necessarily mean short in duration. Temporary does not generally apply to the product, service, or result created by the project; most projects are undertaken to create a lasing outcome. For example, a projects to build a national monument will create a result expected to last centuries. Projects can also have social, economic and environmental impacts that far outlast the projects themselves. Every project creates a unique product, service, or result. Although repetitive elements may be present in some project deliverables, this repetition does not change the fundamental uniqueness of the project work. For example, office buildings are constracted with the same or similar materials or by the same team, but each location is unique – with a different design, different circumstances, different contractors, and so on. An ongoing work effort is generally a repetitive process because it follows an organization’s existing procedures. In contrast, because of the unique nature of projects, there may be uncertainties about the products, services, or results that the project creates. Project tasks can be new to a project team, which necessitates more dedicated planning than other routine work. In addition, projects are undertaken at all organizational levels. A project can involve a single person, a single organizational unit, or multiple organizational units. A project can create:  A product that can be either a component of another item or an end item in itself  A capability to perform a service (e.g., a business function that supports production or distribution), or  A result such as an outcome or document (e.g., a research project that develops knowledge that can be used to determine whether a trend is present or a new process will benefit society). Examples of projects include, but not limited to:  Developing a new product or services  Effecting a change in the structure, staffing, or style of an organization  Developing or acquiring a new or modified information system  Constructing a building or infrastructure, or  Implementing a new business process or procedure. What is a project management? Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the 42 logically grouped project management processes comprising the 5 Process Groups. These 5 Process Groups are  Initiating  Planning  Executing  Monitoring and Controlling, and  Closing. Managing a project typically includes:  Identifying requirements  Addressing the various needs, concerns and expectations of the stakeholders as the project is planned and carried out  Balancing the competing projects constraints including, but not limited to:  o Scope o Quality o Schedule o Budget o Resources and o Risk The specific project will influence the constraints on which the project manager needs to focus. The relationship among these factors is such that if any one of factor changes, at least one other factor is likely to be affected. For example, if the schedule is shortened, often the budget needs to be increased to add additional resources to complete the same amount of work in less time. If a budget increase is not possible, the scope or quality may be reduced to deliver a product in less time for the same budget. Project stakeholders may have differing ideas as to which factors are the most important, creating an even greater challenge. Changing the project requirements may create additional risks. The project team must be able to assess the situation and balance the demands in order to deliver a successful project. Because of the potential for change, the project management plan is iterative and goes through progressive elaboration throughout the project’s life cycle. Progressive elaboration involves continuously improving and detailing a plan as more-detailed and specific information and more accurate estimates become available. Progressive elaboration allows a project management team to manage to a greater level of detail as the project evolves. The PMBOK Guide Structure The PMBOK® Guide – Fourth Edition maintains the organization from the third edition and is organized into three sections. Section I, The Project Management Framework, provides a basis for understanding project management. There are two chapters in this section: Chapter 1, Introduction, presents a basis and purpose for the standard. It defines what a project is and discusses project management and the relationship between project, program, and portfolio management .The role of the project manager is also discussed. Chapter 2, Project Life Cycle and Organization, provides an overview of the project life cycle and its relationship to the product life cycle. It describes the project phases and their relationship to each other and to the project, and includes an overview of organizational structure that can influence the project and the way the project is managed. Section II, The Standard for Project Management, defines the project management processes and defines the inputs and outputs for each process. Chapter 3, Project Management Processes for a Project defines the five Process Groups: Initiating, Planning, Executing, Monitoring and Controlling, and Closing. This chapter maps Project Management Knowledge Areas to specific Project Management Process Groups. Section III, The Project Management Knowledge Areas, describes the Project Management Knowledge Areas, lists the project management processes; and defines the inputs, tools and techniques, and outputs for each area. Each of the nine chapters focuses on a specific Knowledge Area. Chapter 4, Project Integration Management, defines the processes and activities that integrate the various elements of project management .This chapter includes:  Develop Project Charter  Develop Project Management Plan  Direct and Manage Project Execution  Monitor and Control Project Work  Perform Integrated Change Control  Close Project or Phase. Chapter 5, Project Scope Management, shows the processes involved in ensuring the project includes all the work required, and only the work required, to complete the project successfully. This chapter includes:  Collect Requirements  Define Scope  Create WBS  Verify Scope  Control Scope. Chapter 6, Project Time Management, focuses on the processes that are used to help ensure the timely completion of the project. This chapter includes:  Define Activities  Sequence Activities  Estimate Activity Resources  Estimate Activity Durations  Develop Schedule  Control Schedule. Chapter 7, Project Cost Management, describes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget. This chapter includes:  Estimate Costs  Determine Budget  Control Cost. Chapter 8, Project Quality Management, describes the processes involved in planning for, monitoring, controlling, and assuring the quality requirements of the project are achieved. This chapter includes:  Plan Quality  Perform Quality Assurance  Perform Quality Control. Chapter 9, Project Human Resource Management, describes the uploads/Management/ pmp-guide 1 .pdf