A

GUIDE TO THE PROJECT

MANAGEMENT BODY OF KNOWLEDGE
(PMBOK® Guide)
THE STANDARD FOR PROJECT
MANAGEMENT
Dr. Ir. Rahayu S. Arifin MSc. PMP
September 2018
INTRODUCTION
•  “Standard” à document establish by an authority or
general consent as an example or model.
•  “Standard for Project Management”
–  Described by processes that are considered “good pracVce”
–  Organized by “Process Group”
–  Defines key project management concept
•  PMBOK® Guide 6th ediVon is the standard that
describes project management processes
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PROJECT & PROJECT MANAGEMENT
•  PROJECT – temporary endeavor to create a
unique product, service and result.
–  Temporary à has a definite beginning and end
–  Unique à different in one or more aspects of result

•  PROJECT MANAGEMENT – applying the
knowledge, skills, tools and techniques to project
acVviVes so that the objecVve can be met

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PROJECT CONSTRAINTS
•  There are 6 constraints:
1.  Scope
2.  Schedule “Triple Constraints”

3.  Cost
4.  Quality
5.  Resources
6.  Risk
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 PROJECT ENVIRONMENT
•  Projects exists and operate in
environments that have an
influence on them
1.  Enterprise Environmental
Factors
2.  OrganizaVonal Process Asset

PMBOK® Guide 6TH Edition ©2017 Project Management Institute, Inc.

Figure 2-1, Page 37. 5
ENTERPRISE ENVIRONMENTAL FACTORS
•  EEF
–  condiVons, not under the control of project team
–  Can influence, constrain or direct a project
–  Can have posiVve or negaVve impact to a project
–  Considered as “inputs” many project management processes
1.  EEF internal to the organizaVon
2.  EEF external to the organizaVon

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ORGANIZATIONAL PROCESS ASSET
•  OPA’s are plans, policies, procedures and knowledge
bases specific to and used by the performing
organizaVon
•  There are 2 types of OPA’s:
1.  Process, policies and procedures
2.  OrganizaVonal & project governance
•  Lessons learned repository

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OPA – Process, Policies and Procedures
•  Guidelines – criteria for tailoring
IniVaVng & •  Policies – HR, procurement policies
Planning •  Procedures – audits and checklist

ExecuVng, •  Change control procedure

Monitoring and •  Financial control procedure
•  Resource availability control
Controlling
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OPA – Organizational & Project Governance

OrganizaVonal Knowledge Repositories

•  ConfiguraVon Management
•  Financial data repositories
•  Historical informaVon & lessons learned
•  Issue and defect management
•  Project files from previous projects
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ORGANIZATIONAL SYSTEMS
•  System factors in organizaVon include but not limited
to:
–  Management elements
–  Governance frameworks, and
–  OrganizaVonal structure types
•  System is a collecVon of various components that only together
can produce results; not obtainable by individual component.
•  Component is an idenVfiable element in a project/organizaVon
that provides a parVcular funcVon.
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GOVERNANCE FRAMEWORK
•  Governance is the framework within which authority is exercised
in organizaVons such as:
–  Rules, policies, procedures, norms, relaVonships and process
•  Governance can influence by:
–  ObjecVves of the organizaVon is set and achieved
–  Risk is monitored and assessed
–  Performance is opVmized and enhanced
•  4 domains of governance domains of alignment:
–  Oversight, control, integraVon and decision making

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MANAGEMENT ELEMENT
•  Components that comprise the key funcVons or “principles of
general management” in the organizaVon such as
–  Authority given to perform work
–  Discipline of acVon (e.g., respect for authority, people and rules)
–  Unity of command (e.g., 1 person gives order)
–  Unity of direcVon (e.g., 1 plan and 1 head for a group acVviVes)
–  Paid fairly for work performed
–  Fair and equal treatment of people in the workplace
•  These management elements are assigned to selected individual
in the organizaVon to perform the noted funcVons
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ORGANIZATIONAL STRUCTURE TYPES
•  DeterminaVon for appropriate organizaVon structure depend on
the “tradeoffs” of these 2 key variables:
1.  The organizaVonal structure types available for use, and
2.  How to opVmized them for a given organizaVon
•  “No one-size-fits-all” structure à each organizaVon is unique
due to many variables to be considered.
•  OrganizaVonal structure can take many forms and types.

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ORGANIZATIONAL STRUCTURE TYPES
Structure Project CharacterisKcs
Type Work PM Resource
PM Role Budget PM Staff
arrangement Authority Availability
Job being FuncVonal
FuncVonal Liole or none Part-Vme Liole or none Part-Vme
done manger

Matrix – Weak Job funcVon Low Part-Vme Low FuncVonal Part-Vme

Low to Low to
Matrix – Balanced Job funcVon Part-Vme Mixed Part-Vme
moderate moderate
Moderate to Moderate to Project
Matrix – Strong Job funcVon Full-Vme Full-Vme
high hight manager
High to High to almost Project
Project-oriented Project Full-Vme Full-Vme
almost total total manager

•  Most common organizaVon type used in the above table

•  For complete type of organizaVon, please refer to table 2-1 on page 47
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ORG. STRUCTURE SELECTION FACTORS
•  There are numerous factors to consider in choosing
organizaVonal structures.
•  Factors to be considered such as specializaVon capabiliVes,
escalaVon path, accountability assignment and etc.
•  For complete factors, please see PMBOK® Guide 6th ediVon
secVon 2.4.4.2 (P. 46)
•  Table 2-1 Influence of OrganizaVonal Structures on Projects is
available on page 47.

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PROJECT MANAGEMENT OFFICE
•  PMO is a funcVon that standardizes project governance and
facilitates sharing of resources, tools & techniques
•  3 types of PMO: (see secVon 2.4.4.3 page 48)
–  SupporVve
–  Controlling
–  DirecVve
•  As an “integral stakeholder”, PMO support all aspects of project
such as make recommendaVon, coaching, mentoring and
developing project template, policies and procedures

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PROJECT MANAGERS
•  Project Manager is the person assigned by the performing
organizaVon to lead the team to deliver the project objecVve
(see analogy of PM vs Conductor on page 51)
•  The role of project manager may vary from organizaVon to
organizaVon. However, ideally a project manager is involved in
a project from iniVaVng through closing.
•  Project management role is tailored-fit to the performing
organizaVon processes.

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 PM SPHERES OF INFLUENCE
•  One of the criVcal role of PM is managing
his/her stakeholders.
•  Example of PM’s spheres of influence
shown in figure 3-1
•  PM spheres of Influences includes the
project, the organizaVon, the industry,
professional and across disciplines. Please
see pages 53 – 56 for complete
descripVons
PMBOK® Guide 6TH Edition ©2017 Project Management Institute, Inc.
Figure 3-1, Page 53. 18
 PM COMPETENCE
•  The Project Manager Competency
Development (PMDC) Framework focuses
on triangle talent skill sets:
1.  Technical project management
2.  Leadership
3.  Strategic and business management
•  For more details, please refer to pages 56
to 68 of your PMBOK 6th ediVon

PMBOK® Guide 6TH Edition ©2017 Project Management Institute, Inc.

Figure 3-2, Page 57. 19
 LEADERSHIP VS MANAGEMENT
•  Management – direcCng
someone to get from one point
to another using a known set of
expected behaviors
•  Leadership – working with
others to guide them from one
point to another
•  PM must employ both skills to
be successful.
•  Refer to secVon 3.4.5 on pages
PMBOK® Guide 6TH Edition ©2017 Project Management Institute, Inc. 64 to 68
Table 3-1, Page 64. 20
 QUIZ TIME!!!
•  10 problems
•  10 minutes

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