Category: Resources and Topics

Project management is the planning, organizing and managing the effort to accomplish a successful project.

PMBOK® GUIDE SIXTH EDITION Project Management Office

PMBOK® GUIDE SIXTH EDITION

Project Management Office

 

A primary function of a PMO is to support project managers in a variety of ways, which may include, but are not limited to:

  • Managing shared resources across all projects administered by the PMO;
  • Identifying and developing project management methodologies, best practices, and standards;
  • Coaching, mentoring, training, and oversight;
  • Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
  • Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets); and
  • Coordinating communication across projects.

PMOs do not generally intervene in a project’s direction, especially without communicating with the
project manager

PMBOK® GUIDE SIXTH EDITION Potential information in organizational knowledge repositories

PMBOK® GUIDE SIXTH EDITION

Potential information in organizational knowledge repositories

 

Tacit knowledge is personal and difficult to express, and is generally not found in organizational knowledge repositories. One of the important purposes of knowledge management is to transform tacit knowledge into explicit knowledge, which can then be stored in repositories.

The organizational knowledge repositories for storing and retrieving information include, but are not limited to:

  • Configuration management knowledge repositories containing the versions of software and hardware components and baselines of all performing organization standards, policies, procedures, and any project documents;
  • Financial data repositories containing information such as labor hours, incurred costs, budgets, and any project cost overruns;
  • Historical information and lessons learned knowledge repositories (e.g., project records and documents, all project closure information and documentation, information regarding both the results of previous project selection decisions and previous project performance information, and information from risk management activities);
  • Issue and defect management data repositories containing issue and defect status, control information, issue and defect resolution, and action item results;
  • Data repositories for metrics used to collect and make available measurement data on processes and products; and Project files from previous projects (e.g., scope, cost, schedule, and performance measurement baselines, project calendars, project schedule network diagrams, risk registers, risk reports, and stakeholder registers).

PMBOK® GUIDE SIXTH EDITION Enterprise Environmental Factors

PMBOK® GUIDE SIXTH EDITION

Enterprise Environmental Factors

 

Enterprise environmental factors (EEFs) refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Enterprise environmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome. EEFs vary widely in type or nature.

These factors need to be considered if the project is to be effective. EEFs include, but are not limited to, the factors below.

The following EEFs are internal to the organization:

  • Organizational culture, structure, and governance. Examples include vision, mission, values, beliefs, cultural norms, leadership styles, hierarchy and authority relationships, organizational styles, ethics, and codes of conduct.
  • Geographic distribution of facilities and resources. Examples include factory locations, virtual teams, shared systems, and cloud computing.
  • Infrastructure. Examples include existing facilities, equipment, organizational telecommunications channels, information technology hardware, availability, and capacity.
  • Information technology software. Examples include scheduling software tools, configuration management systems, web interfaces to other online automated systems, and work authorization systems.
  • Resource availability. Examples include contracting and purchasing constraints, approved providers and subcontractors, and collaboration agreements.
  • Employee capability. Examples include existing human resources expertise, skills, competencies, and specialized knowledge.

PMBOK® GUIDE SIXTH EDITION The organization’s processes and procedures for conducting project work for Initiating and Planning

PMBOK® GUIDE SIXTH EDITION

The organization’s processes and procedures for conducting project work for Initiating and Planning

 

The organization’s processes and procedures for conducting project work for Initiating and Planning include, but are not limited, to:

  • Guidelines and criteria for tailoring the organization’s set of standard processes and procedures to satisfy the specific needs of the project;
  • Specific organizational standards such as policies (e.g., human resources policies, health and safety policies, security and confidentiality policies, quality policies, procurement policies, and environmental policies);
  • Product and project life cycles, and methods and procedures (e.g., project management methods, estimation metrics, process audits, improvement targets, checklists, and standardized process definitions for use in the organization);
  • Templates (e.g., project management plans, project documents, project registers, report formats, contract templates, risk categories, risk statement templates, probability and impact definitions, probability and impact matrices, and stakeholder register templates); and
  • Preapproved supplier lists and various types of contractual agreements (e.g., fixed-price, costreimbursable, and time and material contracts).
  • Traceability matrices are important considerations during the project execution

PMBOK® GUIDE SIXTH EDITION The organization’s processes and procedures for conducting project work for Executing, Monitoring and Controlling

PMBOK® GUIDE SIXTH EDITION

The organization’s processes and procedures for conducting project work for Executing, Monitoring and Controlling

 

The organization’s processes and procedures for conducting project work for Executing and Monitoring and Controlling include, but are not limited, to:

  • Change control procedures, including the steps by which performing organization standards, policies, plans, and procedures or any project documents will be modified, and how any changes will be approved and validated;
  • Traceability matrices;
  • Financial controls procedures (e.g., time reporting, required expenditure and disbursement reviews, accounting codes, and standard contract provisions);
  • Issue and defect management procedures (e.g., defining issue and defect controls, identifying and resolving issues and defects, and tracking action items);
  • Resource availability control and assignment management;
  • Organizational communication requirements (e.g., specific communication technology available, authorized communication media, record retention policies, videoconferencing, collaborative tools, and security requirements);
  • Procedures for prioritizing, approving, and issuing work authorizations;
  • Templates (e.g., risk register, issue log, and change log)
  • Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria;
  • Product, service, or result verification and validation procedures.
  • Project closing guidelines are included in OPAs for the Closing Process Group.

 

PMBOK® GUIDE SIXTH EDITION Governance Framework in Project Management

PMBOK® GUIDE SIXTH EDITION

Governance Framework in Project Management

 

Governance is the framework within which authority is exercised in organizations. This framework includes, but is not limited to:

  • Rules,
  • Policies,
  • Procedures,
  • Norms,
  • Relationships,
  • Systems, and
  • Processes.

This framework influences how:

  • Objectives of the organization are set and achieved,
  • Risk is monitored and assessed, and
  • Performance is optimized.

Specific techniques are low-level details not usually specified by governance.

PMBOK® GUIDE SIXTH EDITION Characteristics of the project Life Cycle

PMBOK® GUIDE SIXTH EDITION

Characteristics of the project Life Cycle

 

Project life cycles can be predictive or adaptive within a project life cycle, there are generally one or more pin phases that are associated with the development of the product service, or result. These are called a development life cycle. Development life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model .

In a predictive life cycle, the project scope, time, and cost are determined in the early phases of the life cycle.

Any changes to the scope are carefully managed Predictive life cycles may also be referred to as waleil.tll life cycles. In an iterative life cycle, the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team’s understanding of the product increases Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product.

While project cost and staffing levels can be steady, for larger and complex projects, costs and staffing levels an subject to change and therefore not likely to be steady throughout the project life cycle.

PMBOK® GUIDE SIXTH EDITION Predictive life cycles, Iterative and Incremental life cycles

PMBOK® GUIDE SIXTH EDITION
Predictive life cycles, Iterative and Incremental life cycles

 

Predictive Life Cycles

Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. These projects proceed through a series of sequential or overlapping phases,with each phase generally focusing on a subset of project activities and project management processes.

The work performed in each phase is usually different in nature from that in the preceding and subsequent phases; therefore, the makeup and skills required of the project team may vary from phase to phase.

Iterative and Incremental Life Cycles

Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases.

Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. These life cycles develop the product both iteratively and incrementally.

Product life cycle.The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.

Project life cycle.The series of phases that a project passes through from its initiation to its closure.

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