A Guide to the Project Management Body of Knowledge (A Guide to the project management Body of Knowledge; hereinafter - PMBOK®) is a national American standard that contains professional knowledge on the project management process. The standard is issued by the Project Management Institute (PMI), located in Pennsylvania, USA. Official translation into Russian is carried out by the PMI office in Russia.

Purpose

PMBOK® provides guidelines for individual project management based on the best practices and best practices of project management professionals. The manual defines the key aspects of project management and describes the project management life cycle and related processes.

PMBOK® is a universal standard and can be used as the primary project management reference for professional development and certification programs. Also, the standard can be taken as a basis and adapted to the needs of project activities in any organization implementing projects.

Structure

The fifth edition of the PMBOK® standard highlights several key building blocks.

First, the main object of standardization is designated - the project, as well as the relationship between projects, programs, portfolios and operating activities.

Secondly, a typical project life cycle is described (Fig. 2) and the impact of organizational policies on project activities.

Rice. 2. Life cycle according to the fifth edition of the PMBOK® standard

Thirdly, the fifth edition of the PMBOK® standard describes the project management technology through the designation of groups of management processes (five groups are indicated) and functional areas (ten areas are highlighted).

And finally, in the appendix to the standard, interpersonal quality skills are disclosed, which are important for the activities of the project manager. These skills include:

leadership;

team building;

motivation;

communication;

impact;

making decisions;

political and cultural awareness;

Negotiation;

building trusting relationships;

Conflict Management;

mentoring;

All of these qualities can help the manager to effectively implement the project management process.

Short description

According to PMBOK®, the project is carried out through the integration of several key management processes. The standard has five groups of processes that define the management essence:

initiation;

planning (planning);

execution (executing);

control (controlling);

completion (closing).

The five process groups cover a number of areas of knowledge. The fifth edition of PMBOK® highlights ten key areas:

project integration management (Project Integration Management) - includes the processes and activities necessary to define, refine, combine, combine and coordinate various project management processes;

project scope management (Project Scope Management) - includes processes that ensure the inclusion in the project of key (those and only those) works that are necessary for the successful completion of the project;

project time management (Project Time Management) - includes the processes through which the timely completion of the project is ensured;

project cost management (Project Cost Management) - combines the processes of cost management and ensuring the completion of the project within the approved budget;

project quality management (Project Quality Management) - includes the processes and activities of the performing organization, the quality policy and is carried out through a quality management system that provides for certain rules and procedures, as well as actions for continuous improvement of processes carried out, if necessary, throughout the project ;

project human resource management (Project Human Resource Management) - includes the processes of organizing, managing and leading the project team;

project communications management (Project Communications Management) - includes the processes necessary for the timely creation, collection, distribution, storage, receipt and use of project information;

project risk management (Project Risk Management) - includes the processes necessary to increase the likelihood of occurrence and impact of favorable events and reduce the likelihood of occurrence and impact of adverse events for the project during its implementation;

project supply management (Project Procurement Management) - includes the processes of purchasing or acquiring those necessary products, services or results that are produced outside the organization executing the project;

project stakeholder management - includes the processes necessary to identify individuals (or organizations) that can affect the project or are influenced by it; and also includes those processes that are necessary to develop acceptable management strategies for involving these individuals (or organizations) in the project.

Each area of ​​knowledge includes those and only those processes, the implementation of which allows the implementation of the agreed content within the specified time frame and within the allocated budget. As a result, the intersection of five groups of processes and ten areas of knowledge formed 47 processes that can be carried out by the management team during the implementation of the project. The description of each process contains four key elements: inputs, outputs, tools and methods, steps of the procedure (methods, instructions) for the implementation of the process. All processes contain the listed elements, which allows not only to understand the management methodology, but also to apply specific project management methods that have earned trust among project management professionals.

A Guide to the Project Management Body of Knowledge (Guide to the Project Management Body of Knowledge, Further PMBoK) - is a body of professional knowledge of project management, recognized as a standard. A standard is a formal document that describes established standards, methods, processes and practices. As in others professional fields such as law, medicine, accounting, the body of knowledge is based on the best practices of practitioners of international companies and large organizations USA in project management, which contributed to the development of this standard.

The PMBoK guide introduces key concepts and terms in the field of project management, defines 10 project management knowledge areas, project life cycle, process groups and processes (including inputs, outputs and activities within a specific process), are defined external and internal organizational factors surrounding the project or influencing its success, methods and techniques used within certain areas of project management knowledge. It is the main project management standard in the United States and some other countries (in Russia, Ukraine and Belarus, this standard is advisory in nature).

The widespread acceptance that project management is gaining is an indication that the application of the appropriate knowledge, processes, skills, tools, and techniques can be critical to the success of a project. Note that the main purpose of the PMBoK Guide is to highlight that part of the project management body of knowledge that is generally considered good practice. “Generally considered” means that the knowledge and practices described are applicable to most projects in most cases, and there is consensus on their meaning and usefulness. " Good practice” means that there is generally agreement that the correct application of these skills, tools and techniques can increase the likelihood of success for a wide range of different projects. However, "Good practice" does not mean that the knowledge described should always be applied in the same way to all projects; the organization and/or the project management team independently determines the applicability of this knowledge to a particular project.

The PMBoK Guide also provides and facilitates the use of a common vocabulary in the project management profession to discuss, write an enterprise methodology (which is part of an enterprise project management system) based on PMBoK, and use project management concepts. Such a standard vocabulary is an essential element of any professional discipline.

The Project Management Institute (PMI) uses this standard as the primary reference for project management for its professional development and certification programs.

You cannot download PMBoK and this standard is distributed only on a paid basis.

History of PMBoK

The first edition of PMBoK was published by the Project Management Institute (PMI) back in 1986. It was a revolutionary methodology, which was originally aimed at helping members of the institute in preparation for the PMP (Project Management Professional) exam, and this project management methodology was also supposed to influence the approach to project management in the future. The methodology was called "A guide to the Project Management Body of Knowledge" or "PMBoK". Already in 1991, the PMBoK Guide methodology was recognized as the national standard ANSI (American National Standards Institute). The first edition of such a project management standard was published in 1994. Two years later, the second edition of PMBoK was released, this was due to the rapid growth of PMI members. In the near future, the third edition appeared and it was called - PMBoK Guide 2000. In 2004, PMI released its next creation - PMBoK Guide Third Edition, which received the largest distribution of the PMI project management knowledge base. December 31, 2008 was published a new version methodology - PMBoK Fourth Edition, which, like its predecessor, has undergone significant changes and has become essentially the same revolutionary edition. In this version, the PMI methods themselves have been changed. The standard included additional methods: conducting analytical work, prototyping, iteration and the use of artificial intelligence systems in order to forecast the implementation and completion of the project in terms of time and budget. Currently, another version has been released - PMBoK Guide Fifth Edition, which already includes 10 knowledge areas and 5 additional processes (the number of processes has always changed from version to version, but here is an additional project management knowledge area, added for the first time). The list of PMBoK generations is presented in Figure 1.

Figure 1. Generations of PMBoK.

Additional area of ​​knowledge - Stakeholder Management (divided into two areas of knowledge Communication Management: Communication Management and Stakeholders Management). Additional processes are Plan Scope Management, Plan Schedule Management, Plan Cost Management, Plan Stakeholder Management, and Control Stakeholder Engagement. Certification programs will be updated on July 1, 2013. The release date of the PMBoK Guide Six Edition is not yet known, but PMI has already decided on the year - 2017.

Description of the PMBoK methodology

PMBoK Knowledge Areas:

The PMBoK Guide describes ten areas of expertise that a project manager (aka Project Manager) should have. The standard considers each area of ​​knowledge separately, describes its processes of inputs and outputs. Knowledge domain processes are represented in PMBoK as discrete elements that have well-defined boundaries. True, in practice, these processes are iterative - they can interact with each other and overlap each other. Such overlays and interactions are not described in the Project Management Body of Knowledge (PMBoK). And so, this standard considers the following areas of knowledge on project management:

• Project integration management (Project Integration Management ). Integration refers to the association, consolidation, articulation and various integrative activities aimed at successfully managing stakeholder expectations and fulfilling certain requirements. This section describes the distribution of resources for the project, the processes of finding compromises between conflicting goals and alternatives, and also defines integral links between other areas of knowledge. In particular, it outlines the processes for developing the Project Charter, Project Management Plan, Project Execution Management Guidelines, Monitoring and Controlling Project Work, describes the processes for overall project change management and the completion of a project or phase of a project.

• Project Scope Management (Project Scope Management ). Scope management refers to the processes that allow the selection, filtering and grouping of the project of those and only those activities that the Project Manager will need to successfully complete the project. Project scope management is directly related to defining and controlling what (scope) will be included and what will not be included in the project. The schemes of the processes of Gathering Requirements, Determining the scope of the project, creating a Hierarchical Work Structure - WBS (Work Breakdown Structure, WBS), Confirmation of Scope and Scope Management are described.

• Project Time Management (Project Time Management ). Under the control of the project deadlines or more precisely time. Time, a broader concept, refers to the processes by which a project is completed on time. The process data schema includes: Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule, and Manage Schedule.

• Project Cost Management (Project Cost Management ). Project cost management refers to the planning, budgeting, and cost management processes that ensure that the project is completed within the approved budget. The overall process flow includes: Cost Estimation, Budget Definitions and Cost Management.

• Project Quality Management (Project Quality Management ). Project quality management refers to the processes and various actions on the part of the performing organization, approaches and policies in the field of quality, goals, objectives and areas of responsibility in the field of quality as follows - the project must satisfy the needs for which it was initiated. The quality management of the project itself is carried out with the help of a quality management system, which provides for a set of specific rules and procedures, including actions for continuous improvement of processes. The best practice is when these activities are carried out throughout the project. The scheme of quality management processes includes: Quality Planning, Quality Assurance and Quality Control.

• Project Human Resource Management (Project Human Resource Management ). The organization's human resource management processes include approaches to managing and leading the project team. The project team refers to a pool of qualified employees for whom specific roles and responsibilities for the implementation of the project are defined. In the course of project implementation, the professional and quantitative composition of the project team can often change. Proper distribution of project roles and responsibilities between project team members enables all team members to be involved in the project planning and decision-making phase. In the case of involving team members in the project at an early stage, it makes it possible to apply their experience already at the project planning stage, and helps to strengthen the focus of the project team on achieving certain results. The Human Resource Management Process Diagram includes: Developing a Human Resource Management Plan, Recruiting a Project Team, Developing a Project Team, and Managing a Project Team.

• Project Communications Management (Project Communications Management ). Communication management processes are used to ensure the timely formation, preparation, distribution, archiving, transmission, receipt, use of information on the project. Most of the time on a project, Project Managers spend on communicating with team members and with other project stakeholders (internal, from ordinary employees to senior management or external). The effectiveness of communication lies in the fact that they serve as a link between the various stakeholders involved in a particular project. Proper communication management is about bringing together a variety of cultural and organizational characteristics, consolidating experience, comparing different views and interests in order to build a basic project management structure. The scheme of project communication management processes includes: Identifying project stakeholders, Planning communications, Disseminating information, Managing the expectations of project stakeholders (starting from the fifth version - PMBoK Fifth Edition, these processes have been moved to a separate knowledge area - Project Stakeholder Management ), performance reports.
• Project risk management (Project Risk Management ). Project risk management processes mean risk management planning, risk identification and analysis, development of risk response methods, control, monitoring and risk management during project implementation. Through project risk management processes, Project Managers increase the likelihood of occurrence and impact (impact) of favorable risks (events) on the project and reduce the likelihood of occurrence and impact (impact) of adverse risks (events) on the project at the time of the execution of this project. The project risk management process flow chart includes: Risk Management Planning, Risk Identification, Qualitative Analysis risks, Quantitative risk analysis, Known risk response planning, Risk monitoring and management.
• Project Supply Management (Project Procurement Management ). Project supply management processes include the purchase or acquisition of certain necessary entities (products, services, results, documents) that are produced by external (contractor) organizations in relation to the one in which the project is being implemented. The organization itself, in which the project is being carried out, can act as a buyer or seller of these entities. The project procurement management processes also include the contract and change management sub-processes needed to develop and maintain contracts or purchase orders. Through the project procurement management processes, it is possible to administer all contracts for the purchase of something during the course of the project and manage the contractual obligations that have been assigned to the project team. The scheme of project supply management processes includes: Procurement planning, Procurement implementation, Procurement management, Procurement closing.
• Project Stakeholder Management (Project Stakeholder Management ). Stakeholder expectations management processes are understood as such communication between the project team and stakeholders, as well as work aimed at meeting their needs and solving emerging problems that may entail changes on the project. By properly building relationships among all stakeholders on a project, the Project Manager can increase the likelihood of success.

PMBoK process groups:

All processes in the PMBoK manual are divided into the following groups:

1. Group of initiation processes
The Initiation Process Group consists of processes that facilitate the formal authorization of the start of a new project.

• Development of the Charter of the project ( Develop Project Charter)
• Definition of stakeholders ( IdentityStakeholders)

2. Group of planning processes
Identifies and refines the objectives and plans the actions necessary to achieve the objectives and content for which the project was undertaken. The planning process group includes the following processes:

• Development of a project management plan ( Develop Project Management Plan)
• Content Management Plan ( Plan Scope Management)
• Requirements collection ( Collect Requirements)
• Definition of content ( Define Scope)
• Create a work breakdown structure - WBS ( Create Work Breakdown Structure - WBS)
• Develop a schedule management plan ( Develop Schedule Management Plan)
• Definition of operations ( Define Activities)
• Determination of the sequence of operations ( Sequence Activities)
• Activity resource estimation ( Estimate Activity Resources)
• Estimated duration of operations ( Estimated Activity Durations)
• Schedule development ( Develop Schedule)
• Development of a cost management plan ( Develop Cost Management Plan)
• Cost estimate ( Estimate Costs)
• Definition of budget ( Determine Budget)
• Quality planning ( Plan Quality)
• Development of a human resource management plan ( Develop Human Resource Plan)
• Communications planning ( Plan Communications)
• Risk management planning ( Plan Risk Management)
• Risk identification ( Identify Risks)
• Qualitative risk analysis ( Perform Qualitative Risk Analysis)
• Quantitative risk analysis ( Perform Quantitative Risk Analysis)
• Risk response planning ( Plan Risk Responses)
• Procurement planning ( Plan Procurements)
• Development of a stakeholder management plan ( Develop Stakeholder Management Plan)

3. Group of execution processes
Combines human and other resources to carry out the project management plan for a given project. The execution process group includes the following processes:

• Project management and management ( Direct and Manage Project Execution)
• Quality assurance ( Perform Quality Assurance)
• Set project team ( Acquire Project Team)
• Development of the project team ( Develop Project Team)
• Project team management Manage Project Team)
• Communication management ( Manage Communications)
• Purchasing ( Conduct Procurements)
• Stakeholder Engagement Management ( Manage Stakeholder Engagement)

4. Group of monitoring and control processes

Regularly evaluates project progress and monitors to detect deviations from the project management plan and, if necessary, take corrective actions to achieve project objectives. The monitoring and control process group includes the following processes:

• Monitoring and managing project work ( Monitor and Control Project Work)
• Shared Change Control\Shared Change Control ( Perform Integrated Change Control)
• Content Confirmation ( Validate Scope)
• Content Control\Content Management ( Control Scope)
• Schedule Control\Schedule Control ( Control Schedule)
• Cost Control\Cost Management ( Control Costs)
• Quality control process ( Perform Quality Control)
• Monitoring and control of communications ( Monitor and Control Communications)
• Risk monitoring and control ( Monitor and Control Risks)
• Procurement/contract control ( Control Procurement)
• Stakeholder engagement control ( Control Stakeholder Engagement)

5. Terminating process group

Formalizes the acceptance of a product, service, or result and brings the project or project phase to a proper conclusion. The terminating process group contains the following processes:

• Closing a project or phase ( Close Project or Phase)
• Closing contracts ( Close Procurement)

The project management process groups are shown in Figure 2. Do not confuse process groups with project life cycle stages, they have similar names but different meanings.

Figure 2. Process groups by PMBoK.

Each group of processes corresponds to a specific action from a particular area of ​​knowledge. This table in Figure 3 shows the ratio of process groups and knowledge areas, at the intersection, project management activities are defined that are performed at a certain stage of project management.

Figure 3. Separation by groups of project management processes and areas of knowledge.

Life cycle by PMBoK

The project life cycle is a set that includes successive and sometimes overlapping project phases, the names and number of which are determined based on the needs for management, monitoring and control of a particular organization or several organizations that are involved in the project, as well as the specifics of the project itself. . A typical project life cycle view is shown in Figure 4. The PMBoK methodology implies life cycle documentation. The unique characteristics of an organization, industry, or approach can have a significant impact on the life cycle of a project. Based on the definition of the uniqueness of the project and its limited time (beginning - end), the specific results and processes included in the project can vary widely for each specific project. Through the life cycle, the basic structure of project management is built, regardless of the content (specific work) of this project.

Figure 4. Project life cycle.

PMBoK Tools and Methods

The PMBoK methodology describes various tools and techniques, applying which in practice, the project manager (Project Manager) or the responsible person can increase the efficiency of project execution, anticipate risks, calculate the best routes for the project, sensibly assess the situation and initially accept correct solution etc. These tools and techniques exist in their own right and have long been used in various directions human activity. PMBoK processes have inputs, outputs, and methods. It is during the implementation of the methods of certain processes that the use of certain tools and techniques by the Project Manager is implied. Below is a list of the main methods, tools and techniques applicable to certain processes. Responsible for the implementation of the corporate project management system, incl. methods and approaches is the Project Office.

PMBoK Methods:

• Decision Tree Analysis.
• Assumptions Analysis.
• Analysis of the expected monetary value (Expected Monetary Value (EMV) Analysis).
• Analysis of deviations (Variance Analysis).
• Network analysis (Schedule Network Analysis or Network Analysis).
• Analysis of strengths, weaknesses, opportunities and threats (Strengths, Weaknesses, Opportunities, and Threats Analysis, or SWOT Analysis).
• Analysis of the nature and consequences of failures (Failure Mode and Effect Analysis, FMEA).
• Sensitivity Analysis
• Fast passage (Fast Tracking).
• Resource Leveling
• Decomposition.
• The method of "operations in nodes" (method of precedence diagrams) (Precedence Diagramming Method, PDM).
• Delphi method (Delphi method) (Delphi Technique).
• Critical Path Methodology (CPM).
• Critical Chain Method.
• Monte Carlo Method (Monte Carlo Analysis).
• Earned Value Technique (EVT).
• Method of evaluation and analysis of programs (Program Evaluation and Review Technique, PERT).
• Brainstorming.
• Bottom-up Estimating.
• Rolling Wave Planning.
• Earned Value Management (EVM).

PMBoK Tools:

• Gantt Chart.
• Pareto Chart.
• Hierarchical risk structure (Risk Breakdown Structure, RBS).
• Project Management Information System (PMIS).
• Probability and Impact Matrix.
• Responsibility Assignment Matrix (RAM).
• Milestone Schedule.
• Network model (Schedule Model).
• Work Authorization System.
• Change Control System.
• Configuration Management System.

Exams, certification and training

Currently, there are more than 470,000 managers and project management specialists in the world who have PMP certification - Project Management Professional. The PMP project management degree is open to anyone from any industry. PMP allows you to enter the ranks of the largest and most prestigious community of project management professionals. To earn a PMP degree, you must meet certain educational and work experience requirements. It is also necessary to pass an exam in the form of a test on a computer in specialized accredited centers around the world (Registered Education Provider). This test is designed for an objective assessment of the applicant's competencies in terms of project management.

Requirements for a candidate:

You must meet the first or second category. The first category - higher education (not lower than a bachelor's degree), 4500 hours (36 non-overlapping months over the last 6 years) of work in the field of project management (in five groups of processes) before applying. Also at the time of application, the candidate must have 35 hours of training (PDU).

Please bring supporting documents with you:

1. Certificate of Higher Education.
2. Experience Confirmation Form
3. List of training programs completed by the candidate (35 PDUs)

The PMP test assesses the application of knowledge and skills, the use of tools and methods used in practice in project management. Back in 1997, the requirements for the exam were developed. The applicant must choose one correct answer from 4 options for each of the 200 questions. The test itself consists of 175 questions, the remaining 25 questions are defined as pre-test questions and do not count. All questions in the test are developed by a panel consisting of experts with a PMP degree. The questions included in the test are checked annually for compliance with the exam requirements. To successfully pass the test, the applicant, in 4 hours, must answer positively 106 questions out of 175. It turns out that the passing score for the exam is 61%.

Preparation for the PMP exam:

Of the many textbooks and materials for preparing for the PMP exam, the main one, of course, is the project management body of knowledge itself - PMBoK Guide. This standard in two languages ​​(English and Russian) and a lot of additional materials (books and textbooks) on project management can be purchased in PMI specialized on-line stores. But getting a PMP certification is not just about theory, the candidate will need to apply their experience. most of the questions in the test are based on situations. It is not mandatory to take specialized PMI courses to participate in the exam, although a list of certified providers can always be found on the PMI website.

Additionally, one can highlight the work of Rita Mulcahy - PMP Exam Prep (Rita "s Course in a Book for Passing the PMP Exam), the purpose of which is to prepare the reader for the PMP exam ( Project Management Professional). This book does not rewrite PMBoK, as is often the case with other exam preparation materials, but gives an understanding of how certification will take place, what questions will be, i.e. is applied (Figure 5).

Figure 5 PMP Exam Prep (Rita's Course in a Book for Passing the PMP Exam)

Contents of the PMP Exam:

• Project Initiating - 13% of questions
• Project Planning - 24% of questions
• Project Executing - 30% of questions
• Project Control - 25% of questions
• Project Closing - 8% of questions

At one time, PMI conducted a study on the description of roles (The Role Delineation Study), which later formed the basis of the Code of Professional Ethics (PMP Examination Specification). This study describes the exam questions, and as a result serves as an excellent material for preparing for the exam.

Guide to the Project Management Body of Knowledge (PMBOK® Guide)

© 2013 Project Management Institute, Inc. All rights reserved.

Notification

Published by the Project Management Institute, Inc., abbreviated PMI) standards and guidelines, to which this document belongs, have been developed through a standards development process based on voluntary participation and general consensus. This process brings together volunteers and/or brings together the comments and opinions of individuals with an interest in the subject matter covered in this publication. Although PMI administers this process and establishes rules to ensure impartiality in reaching consensus, PMI does not write the document or independently test, evaluate, or verify the accuracy or completeness of the material contained in published PMI standards and guidelines. In the same way, PMI does not check the validity of the opinions expressed in these documents.

PMI shall not be liable for any injury, damage to property, or any other loss, whether special, consequential or exemplary, arising directly or indirectly from the issuance, use or use of this document. PMI makes no representation or warranty, express or implied, as to the accuracy or completeness of any material contained in this document, and makes no representation or warranty that the information contained in this document will meet any of your purposes or needs. PMI does not provide a guarantee regarding the quality of any products or services of an individual manufacturer or seller arising from the use of this standard or guide.

By publishing and distributing this document, PMI does not provide professional or other services to or on behalf of any person or entity; also PMI does not fulfill the obligations of any person or organization towards any third party. In using this document, the user of this document should determine for himself what action is necessary in the circumstances, relying solely on his own judgment or, if necessary, on the advice of a competent professional. Information on the subject covered by this document or related standards may be obtained from other sources, which the user may refer to, if necessary, for additional information not contained in this document.

PMI does not have the authority and does not assume the obligation to monitor the compliance of existing practices with the content of this document or to bring these practices into line with this document. PMI does not certify, test, or inspect products, designs, or designs for safe operation or safety for the health of consumers. Any certification or other statement of conformity with any of the safety or health information contained in this document cannot be attributed to PMI; in such a case, the responsibility lies entirely with the person who issued the certificate or made such an assertion.

Introduction

IN Guide to the Project Management Body of Knowledge (PMBOK® Guide)– The fifth edition provides guidelines for the management of individual projects and defines concepts related to project management. It also describes the project management life cycle and related processes, as well as the project life cycle.

PMBOK® Guide contains in Appendix A1 the internationally recognized standard and guidance for the professional field of project management. A standard is a formal document that describes established standards, methods, processes and practices. As in other professional fields, the standard draws on the best practices of project management practitioners who contributed to the development of this standard.

First two sections PMBOK® Guides introduce key concepts in the field of project management. Section 3 summarizes the process groups and provides an overview of process interactions within ten knowledge areas and five process groups. Sections 4 to 13 are a guide to the Project Management Body of Knowledge. They expand on the information of the standard by describing the inputs and outputs, as well as the tools and methods used in project management. Annex A1 is a project management standard, it summarizes the processes, inputs and outputs that are generally considered good practice for most projects in most cases.

This section defines several key terms and the relationship between portfolio management, program management, project management, and organizational project management. The following sections provide an overview PMBOK® Guides:

1.1 Purpose PMBOK® Guides

1.2 What is a project?

1.3 What is project management?

1.4 Relationships between portfolio management, program management, project management and organizational project management

1.5 Relationship between project management, operations management and organizational strategy

1.6 Business value

1.7 The role of the project manager

1.8 Project Management Body of Knowledge

1.1. Purpose of the PMBOK® Guidelines

The widespread acceptance that project management is gaining is an indication that the application of the appropriate knowledge, processes, skills, tools and techniques can be critical to the success of a project. PMBOK® Guide highlights that part of the Project Management Body of Knowledge that is generally considered good practice. “Generally considered” means that the knowledge and practices described are applicable to most projects in most cases, and there is consensus on their meaning and usefulness. “Good practice” means that there is generally agreement that the correct application of this knowledge, skills, tools and methods can increase the likelihood of success for a wide range of different projects. “Good practice” does not mean, however, that the knowledge described should always be applied in the same way to all projects; the organization and/or the project management team independently determines the applicability of this knowledge to a particular project.

PMBOK® Guide also provides and promotes the use of a common vocabulary in the project management profession for the use and application of project management concepts. A common vocabulary is an essential element of any professional discipline. PMI Project Management Terms Dictionary (PMI Lexicon of Project Management Terms) is the main professional vocabulary that project, program and portfolio managers and other stakeholders can use on a regular basis.

Appendix A1 is the main reference material for programs PMI for Professional Development in Project Management. Annex A1 continues to evolve with the profession and thus is not comprehensive; this standard is more of a guide than a specific methodology. To apply its structure and recommendations, various methodologies and tools can be used, such as flexible (agile) methods, waterfall (waterfall) model, PRINCE2.

In addition to standards that provide guidance on project management processes, project management practitioners are guided by Code of Professional Ethics and Conduct developed by the Project Management Institute Code of Ethics and Professional Conduct describing the requirements that practitioners expect from themselves and from others. Code of Professional Ethics and Conduct developed by the Project Management Institute establishes specific standards of responsibility, respect, fairness and integrity. This code requires project management practitioners to conduct themselves in an ethical and professional manner. It specifies the need to comply legislative norms and rules, as well as organizational policies and professional conduct. Project management practitioners work in various fields and represent different cultures, wherein Code of Professional Ethics and Conduct applicable worldwide. Project management practitioners must maintain the principles of integrity, respect and fairness when interacting with any project stakeholder. Adoption of the code is critical for project managers and is required to pass the following exams

Overview of the sixth edition of the Guide to the Project Management Body of Knowledge

The Project Management Institute (PMI) released the sixth edition of the Guide to the Project Management Body of Knowledge (PMBOK Guide) on September 6, 2017. In addition to traditional stylistic and technical fixes, the new PMBOK incorporates ideas from PRINCE2, systems theory, Agile project management agile approaches.

Three part structure

In the sixth edition of PMBOK, the content is divided into 3 parts:

1. The PMBOK Guide itself
2. Project Management Standard - formerly located in the Applications. Some of the content that used to be part of the Guide is now reflected only in the Standard. Due to this, information is less duplicated.
3. Applications, glossary, indexes.

Emphasis on adaptation

There is an old Russian fun - to arrange "holy wars" on the topic of the correct use of terminology. Whether PMBOK is a methodology is one of the favorite questions, the discussion of which often turns into a holy war.

This time the colleagues from PMI wrote unequivocally - "...this Guide is not a methodology". And for greater understanding, they described in detail how to use the Guide (the terms Guide, PMBOK are used in the text of this article as synonyms - author's note).

The developers recommend using PMBOK to create a project management methodology for an organization. The methodology can be created by the organization's own internal experts or with the help of external professional consultants. This is the first level of customization - the processes and tools from PMBOK are customized for a specific organization.

The second level of adaptation is when the organization's project methodology takes into account the characteristics of each individual project and allows the project manager to change management processes within certain limits.

To make it easier to adapt, PMBOK has a section “Considerations for Adaptation” in each knowledge area, which, through leading questions, makes you wonder which of the tools listed in the Guide are really needed on the project. For convenience, considerations for adaptation are also collected in a separate appendix at the end of the edition.

Thus, although many professionals associate PMBOK with hard classical project management, the Project Management Institute makes each subsequent edition of the Guide more flexible and adaptive.

Attention to business problems

The sixth edition of the Guide focuses more on the business aspects of project implementation. In this, PMBOK has come to resemble the competing management method PRINCE2, in which the control of project feasibility and benefits from its implementation is given increased attention at each phase of the project.

Business case. The Business Case document was also mentioned in the fifth edition of the Guide, but the new edition describes its purpose and content in more detail. The developers pursued the goal of harmonizing the PMBOK and another PMI guide on business analysis (Business analysis for Practitioners: A Practice Guide).

Project Benefit Management Plan. The document solves a pressing problem: often after the completion of the project, its results are not used or are not used as originally planned. The organization does not receive the benefits for which the project was initiated. At the same time, top management does not know about this, because. after the completion of the project and the distribution of the bonus fund, everyone forgets about the project, including the Customer. PBMOK now recommends the creation of a Project Benefit Management Plan that establishes a link between the project and the program in which it is included; between the project and the portfolio in which it is included; between the project and the goals of the organization; and appoints a beneficiary and determines the time frame for achieving benefits, which may extend far beyond the project.

Additional competencies of the project manager. The logical consequence of introducing business documents into the project was the expansion of the required competencies of the project manager. A new group of competencies "Strategic management and business management" has been introduced. The meaning of competence is that the project manager understands the connection of the project with the business results of the organization and tries to bring maximum business value, and not just perform the task.

Emphasis on knowledge management

In the Knowledge Area "Integration Management" added new process Project Knowledge Management. It is likely that the inclusion of the new PMI process was prompted by a strong focus on learning in agile project management approaches, where experience evaluation and critical review of the methods used are performed regularly throughout the project.

In describing the process, two methods “Knowledge Management” and “Information Management” deserve attention.

For example, knowledge management methods include groups in social networks, conferences, and even “knowledge cafes”, by which the authors probably mean the format of “business breakfasts” or informal meetings in a cafe with a project team to exchange experiences.

Attention to the project implementation environment

The environment in which a project is run has a strong impact on success, so the sixth edition of the Guide has given even more attention to the description of the environment.

Enterprise environmental factors- divided into external and internal. Examples are given for each group. Now it's easier to understand what it is.

Process assets- divided into 2 groups:

1. processes, policies, procedures,
2. organization's knowledge repository.

Organizational Systems . The new edition treats organizations as complex systems characterized by controls, leadership models, types of organizational structures. The use of systems theory made it possible to more clearly understand the environment in which projects are carried out and what factors affect the success of projects. PMBOK briefly introduces organizational models and additional information the reader is referred to the specialized literature on systems theory.

Types of organizational structures. The 5th edition described 5 types of organizational structures. Five more were added in the 6th edition:

1. organic or simple
2. Multidivisional
3. Virtual
4. hybrid
5. Portfolio/program/project management office

The inclusion of the project management office in the general register of organizational structures is also not clear - as a rule, this is a division within the organization, and not a separate organization with its own structure.

Recognition of agile approaches

In each area of ​​knowledge, PMBOK provides considerations on how best to apply the described approaches in an Agile environment. Flexibilities were also mentioned in the previous edition, but in the sixth edition we can talk about the full recognition of flexibilities and their integration into the Guide.

Life cycle. In the project life cycle, PMBOK developers highlight the product development life cycle, which can be of different types: predictive, adaptive, iterative, incremental, or hybrid. There is no clear boundary between the types of life cycles, we are talking about a continuum of options.

For adaptive projects, there are two options for separating project phases:

Sequential phases based on iterations. The Scrum framework can be traced here, although the developers clearly do not write about it.

The framework from the American Project Management Institute (PMI) is called "A Guide to the Project Management Body of Knowledge" - PMBoK for short. The “Guide to the Project Management Body of Knowledge” began to be issued in 1986 and since then has gone through 5 editions (the 6th was planned for 2016), each of which has been amended and supplemented. The latest edition of the Handbook has 6 hundred pages.

Since 1994, the PMBoK guidelines have included an official "Project Management Standard". It articulates the norms and processes that are considered by professional project managers in the PMI business league to be the recognized benchmark in project management, which is confirmed by the status assessment of the American Standards Institute (ANSI). In the fifth edition, the 40-page Project Management Standard is listed in Appendix #1.

Of all editions of the guide, the 2008 version differed significantly from the previous ones, in which new structured models (PMBoK methods) were introduced:

• conducting analytical work,
• the use of artificial intelligence to build a project forecast in terms of the budget deadlines,
• iteration,
• prototyping.

The fifth edition already describes 10 areas of knowledge (in previous version was 9), since one of the areas of knowledge was divided into two independent ones. This is the most current version so far and should be guided by the body of knowledge on project management.

Clarification to help you better understand PMBoK

PMBoK is a general guide that:

• formats of project activities are formalized, standardized and structured,
• describes approaches to the organization and concepts of project management,
• terminology and concepts are fixed,
• are called “inputs” and “outputs”, as well as recommended methods that can be applied in one or another phase.

At the same time, it is considered that it is wrong to call PMBoK a methodology. The information in the book has not yet been adapted to the needs of the project environment and organization and is suitable for most projects, as a universal blank - a format, not a ready-made methodology. Before the project starts working, it is necessary to create and then implement a methodology on the basis of the “Guidelines” on the basis of the corporate management system already existing in the organization.

Therefore, you should not put an equal sign between the words "Guide" and "Step by Step Instruction". The information in the book cannot be step by step instructions because PMBoK applies to very different and dissimilar industries. But if we correlate information about project management with the already existing corporate methodology and organizational culture, then a number of effective algorithms can be applied in project implementation.

Approaches to the organization of project management

Project management based on the PMI PMBoK standard makes it possible to choose the most appropriate project format, depending on the complexity, urgency, importance, technology, number of participants, familiarity (routine) characteristics of the project. Since companies are created for a separate project in exceptional cases for very large and complex projects, the main project activities are carried out by an organization with an already established structure. Most often, this is a functional structure, the most common in Russia.

In the functional structure, it is fundamental that the personnel is united by specialization into departments: planning, capital construction, financial, marketing, etc. Performers report to one leader (head of department). Such structures are effective and cost-effective in solving routine habitual tasks that are performed within the same unit. If a project is launched that requires the involvement of performers from different departments (departments) and their interaction has no analogues in the previous activities of the organization, difficulties begin to arise:

• lack of coordination between the participants of the same project, which represent different departments in the hierarchy functional structure,
• conflict of interest, when the needs of the project require one operation, and daily work needs - the opposite,
• conflict of resources, when, for example, the same time of the performer is allocated for two different tasks, etc.

In this case, the project structure manifests itself more effectively, where the performers are removed from the functional hierarchy and become members of a separate project unit, reporting to the managers of the respective projects. At the same time, the feasibility of switching to project structure should also be taken into account, since after the completion of the project, employees have nowhere to return - their place in the functional structure is taken. In addition, the contractor in the project is not always 100% occupied, and they still “take a person” for the vacant place in the department, so as not to increase the distributed load on the other employees of the department. As a result, costs and benefits in the organization increase disproportionately.

To avoid this, matrix structures are increasingly being used, in which, when participating in a project, an employee does not leave his place in the functional structure.

• In a weak matrix structure, the project manager (here called the freight forwarder) delegates tasks through the head of the functional unit. Such management is effective if the freight forwarder has sufficient influence (including informal influence). The project coordinator also participates in the same structure, setting tasks for managers functional divisions. However, there is a high risk of dual subordination and conflicts provoked by this.
• In a strong matrix, members of the project team, while maintaining their status and place in the functional structure, are temporarily seconded to the project team. Such structures are stable and efficient with stable well-established work.

In general, when choosing a structure, there is a general dependence: it is more expedient to solve simple, stable, routine, unlimited tasks with a strict time frame using a weak matrix or functional structure. And vice versa - complex, urgent, projects that require the mobilization of large human resources, it is more expedient to solve with the help of a strong matrix or project structure.

PMBoK Knowledge Areas

The latest edition of PMBoK describes the 10 areas of expertise in the professional Project Manager's arsenal relating to project management in the following parts:

1. Integration. Here it means consolidation, unification aimed at effectively managing the expectations of all stakeholders. The section describes:

• ways to find compromises in case of conflict, alternatives and goals,
• the possibility of allocating project resources,
• integral connections with other areas of knowledge and between them.

2. Content. This refers to those processes that allow sampling, filtering and grouping only those works that will be necessary for the Project Manager. In order to determine what is included and what will be excluded, a Requirements Gathering scheme, a Scope Definition scheme, and a Work Breakdown Structure scheme are provided.

3. Timing. In this part, we are talking about the processes that ensure the timely completion of the project within the specified time frame. To do this, you need to determine the operations and their sequence, evaluate the resources, the duration of each operation, develop a schedule.

4. Price. This includes the processes that allow the project to be completed within the originally approved budget. To do this, it is necessary to carry out a Cost Estimate and a Budget Definition. The process diagram also includes Cost Management.

5. Quality. It is assumed that approaches in the field of quality, areas of responsibility, goals and objectives must meet the needs for which the project was initiated. The processes to ensure this include quality planning, quality assurance and quality control.

6. Human resources . Project team management processes involve the distribution of roles and responsibilities, even taking into account changes in the composition of the team during the course of the project. The moment of attracting a specialist is also important - the stage of the project.

7. Communications. The effectiveness of communication depends on how competently the interests of stakeholders with diverse cultural and organizational features. Here the accumulated experience should be consolidated, different views should be compared. Therefore, the Communications Management Scheme involves Stakeholder Identification and Expectation Management, Planning, Information Dissemination, Performance Reporting.

8. Risks. Possible risks identified, planned, analyzed, resulting in the development of response methods. It is also necessary to control and monitor risks during the project. This leads to an increase in the likelihood of a favorable outcome.

9. Supplies. The processes in this area are reduced to the acquisition of the necessary services, products, documents, results from external organizations. In this case, the organization implementing the project can act both as a buyer and as a seller of the components of the list. With the help of sub-processes, contracts are managed with possible changes during the course of the project. The scheme includes Planning, Carrying out and Closing of purchases, Management of purchasing activities.

10. Parties concerned. This part clarifies the communication between the stakeholders and the project team. Work is being built to meet the needs of stakeholders, including those related to changes in the project.

In PMBoK, knowledge domain processes are discrete elements with clear boundaries. And although in practice such processes are iterative and can overlap when interacting with each other, such interactions are not described in the "Body of Knowledge".