An Overview of the PMBOK® Guide
The PMBOK™ Guide – Fourth Edition is published and maintained by the Project Management Institute (PMI). It is acknowledged as the authoritative documentation of good practices in project management. It is also the basis for certification exams to qualify Project Management Professionals (PMPs). Many organizations require PMP certification as a basic qualification for the role of project manager.
Overview
According to Section 1.3 of the PMBoK, project management is "accomplished through the appropriate application and integration of the 42 logically grouped project management processes comprising the 5 process groups" (PMI 2008). The 5 process groups are:
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing
Each of the 42 processes is specified by Inputs, Tools & Techniques, and Outputs. Data flow diagrams are used in the PMBoK to illustrate the relationships between each process and the other processes in which each process interacts.
Initiating Process Group
Activities performed in the Initiating process group in PMBOK include performing a project assessment; defining the high-level scope of the project; performing key stakeholder analysis; identifying and documenting high-level risks, assumptions, and constraints; and developing and obtaining approval for the project charter.
Planning Process Group
The Planning process group includes 20 processes that include assessing detailed project requirements, constraints, and assumptions with stakeholders; creating the work breakdown structure; developing a project schedule; developing a project budget; and planning for human resource management, communication, procurement, quality management, change management, and risk management. The project plan is presented to key stakeholders.
Executing Process Group
The Executing process group includes eight processes that involve performing the work necessary to achieve the stated objectives of the project. Activities include obtaining and managing project resources; executing the tasks defined in the project plan; implementing the quality management plan; implementing approved changes according to the change management plan; implementing approved actions by following the risk management plan; and maximizing team performance.
Monitoring and Controlling Process Group
The Monitoring and Controlling process group is comprised of ten processes that include control scope, control schedule, control cost, perform quality control, monitor and control risks, manage change, monitoring project progress, and communicating project status. Activities include measuring project performance and using appropriate tools and techniques; managing changes to the project scope, schedule, and costs; ensuring that project deliverables conform to quality standards; updating the risk register and risk response plan; assessing corrective actions on the issues register; and communicating project status to stakeholders.
Closing Process Group
The Closing process group includes two processes that involve finalizing all project activities, archiving documents, obtaining acceptance for deliverables, communicating project closure, and closing procurements. Other activities include transferring ownership of deliverables; obtaining financial, legal, and administrative closure; distributing the final project report; collating lessons learned; archiving project documents and materials; and measuring customer satisfaction.
The scope of project management, as specified in the PMBOK Guide – Fourth Edition, encompasses the total set of management concerns that contribute to successful project outcomes.
References
Works Cited
PMI 2008. A Guide to the Project Management Body of Knowledge, 4th ed. Newtown Square, PA, USA: Project Management Institute (PMI).
Primary References
PMI 2008. A Guide to the Project Management Body of Knowledge, 4th ed. Newtown Square, PA, USA: Project Management Institute (PMI).
Additional References
Blanchard, B. 2008. System Engineering Management. Hoboken, NJ, USA: John Wiley & Sons.
Fairley, R.E. 2009. Managing and Leading Software Projects. Hoboken, NJ, USA: John Wiley & Sons.
Martin, J. 1997. Systems Engineering Guidebook: A Process for Developing Systems and Products. London, UK: Taylor and Francis Group CRC-Press, LLC.
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