PMBOK Part 1: Chapter 1-6

PRESENTED BY:
NIKITHA CELIN NICSON
VISHNU GOPINATH
ARYA G K

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 Index
Sl. No. Contents Slide No.
1 Title Slide 1
2 Index 2
3 Aim & Objectives 3
4 Introduction 4-5
5 Content 6-19
6 Conclusion 20

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 Aim & Objectives

Aim:
To get a brief idea about the fundamentals and practices in project management.

Objective:
1. Define projects and project management
2. Discuss organizational influences
3. Highlight Project Characteristics and illustrate management processes

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 PMBOK GUIDE
Project Management Body Of Knowledge
• Document best practices in project management.
• It is considered as foundation for project management.
• The PMBOK Guide is process-based, meaning it describes work as being
accomplished by processes. This approach is consistent with other management
standards such as ISO 9000 and the Software Engineering Institute's CMMI.

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PROJECT “TAILORING”

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 TOOLBOX

• You will learn about lot of tools..

• As all project is unique, not all will be required.

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"Determining the appropriate combination of processes, inputs, tools, techniques,
outputs and lifecycle phases to manage a project." A project manager should use
tailoring to fit the uniqueness of every project.

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PROJECT

• TEMPORARY- has definite start and end

• UNIQUE- Repetitive elements may be present but
there will be a fundamental uniqueness

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 UNIQUE
PURPOSE

UNCERTAINITY TEMPORARY

PROJECT
ATTRIBUTES

CUSTOMER OR PROGRESSIVE
SPONSOR ELABORATION

REQUIRES
RESOURCES

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PROJECT MANAGEMENT

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PROJECT MANAGEMENT
Project management is accomplished through appropriate application and integration of 47 logically
grouped project management processes categorized into 5 processes.

1. PROJECT INITIATION- Define a new project

2. PLANNING- Establishing scopes
3. EXECUTING- Completing the work
4. MONITORING & CONTROLLING- Track,
Review and regulate the progress of the
project
5. CLOSING- Finalizing all activities

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TRIPLE CONSTRAINT OF PROJECT MANAGEMENT

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PROJECT
• Individual projects that can be depeneded or part of the
program.
• They are still considered as the part of portfolio
PROGRAM
• A group of related projects, subprograms and program
activities
PORTFOLIO
• It is a collection of Projects, Programmes, sub portfolios
and operations managed as a group to achieve strategic
objectives

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RELATIONSHIP BETWEEN PROJECT, PROGRAM AND PORTFOLIO

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ORGANISATIONAL INFLUENCES

BUBBLES PROTECT YOU FROM OUTSIDE WORLD

Projects don’t operate in bubbles.

Organizational influences can include-

1. Organizational structure

2. Organizational culture

3. Organizational policies and procedures

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ORGANISATION STRUCTURES

FUNCTIONAL ORGANISATIONS
• Departments
executes its own
projects
• Organized by
functions( sales,
marketing and
manufacture)

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PROJECTIZED ORGANISATION

• Authorized structure in
which project manager
has the full authority to
assign priorities, apply
resources, and direct the
work of persons
assigned to the project.

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MATRIX ORGANISATION

• It brings together employees

and managers from different
departments to work toward
accomplishing a goal.
• It is a combination of functional
and projectized structures.

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COMPOSITE ORGANISATION

• It is a mixture of functional,
matrix and projectized type of
organization.
• Involves all structures at
various levels

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ENTERPRISE ENVIRONMENTAL FACTORS

• It refer to continuous, not under control of project team that influence, constrain or direct the
project.
• They are considered inputs to most of the planning processes, may enhance or constrain project
management options and may have a positive or negative influence on the outcome.

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 ORGANIZATIONAL PROCESS ASSETS
• They include artefact, practice or knowledge from any or all of the oragnisations involved in the
project that can be used to perform or govern the project.

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 ORGANIZATIONAL PROCESS ASSETS
• They include artefact, practice or knowledge from any or all of the oragnisations involved in the
project that can be used to perform or govern the project.

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PROJECT STAKEHOLDERS AND GOVERNANCE

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PROJECT STAKEHOLDERS

• It includes all the members of the project team as well as all interested entities that are internal or
external to the organization

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PROJECT STAKEHOLDERS

• It includes all the members of the project team as well as all interested entities that are internal or
external to the organization

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PROJECT STAKEHOLDERS

• It includes all the members of the project team as well as all interested entities that are internal or
external to the organization

• A stakeholder ha varying level of responsibility and it changes during the project life cycle

• Stakeholders identification is a continuous process

• Stakeholder management is an important part of pm responsibility

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PROJECT GOVERNANCE

• It is an oversight function that is aligned with organizations governance model and that encompasses
project life cycle.

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PROJECT SUCCESS

• The project success is measured in terms of completing the project within the constraints of scope, time
, cost, quality, resources, risk..
• Project manager is responsible and accountable for setting realistic boundaries for the project and to
accomplish the project within the approved baseline.

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PROJECT TEAM

• A set of individuals who supports the project manager in performing the work of the project to achieve its
objectives.
• Project manager is the leader
• They are the execution team. Perform majority of actual work. Create deliverables.
• Project team comprises of Project management staff, project staff, PMO and SME

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PROJECT TEAM

• A set of individuals who supports the project manager in performing the work of the project to achieve its
objectives.
• Project manager is the leader
• They are the execution team. Perform majority of actual work. Create deliverables.
• Project team comprises of Project management staff, project staff, PMO, Subject Matter Expert,
business partners, user or customer representative, sellers or vendors

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 CHAPTER-3: THE ROLE OF THE PROJECT MANAGER

• Chapter 3 of the PMBOK Guide delves into the pivotal role of the project manager within the project
management framework.

• It covers various aspects including leadership, integration of processes, effective communication, team
management, scope, schedule, cost, risk, quality, and stakeholder management.

• The chapter underscores the responsibilities, competencies, and skills required of project managers to
lead and manage projects successfully from initiation to closure.

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PM: Sphere of Influence

The key areas where the Project Manager can make an impact and affect events:

• Project: Leads the team to achieve project objectives and meet stakeholder expectations

• Organization: To interact with significant stakeholders and to address issues of alignment, priorities and
resources

• Industry: Stays updated on trends in the industry and identifies areas to apply them

• Professional Discipline: Promotes an atmosphere of continuous knowledge leaning and focuses on

constant self improvement to stay ahead of the curve

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PMI Talent Triangle

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Performance Integration

The Project Manager- Two Parts to Integration:

1. Working with the project sponsor to understand strategic objectives and to ensure alignment to the
program/portfolio/business strategy

2. Getting the team to work together to focus on what is really important at the project level, by
integrating processes, people and knowledge

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3 levels of integration:

1. Process: Using the processes specified in the PMBOK, identifying when they overlap, and also when
they apply or don’t
2. Cognitive: Embedding a deep understanding of all the processes, skills and tools to drive project
success
3. Context: Changing the way a process is used when given a different context, scenario or situation

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 Integration and Complexity

1. System Behaviour: The interdependencies between systems and

components

2. Human Behaviour: The interplay between diverse individuals and groups

3. Ambiguity: Uncertainty of emerging issues and lack of understanding or

confusion

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CHAPTER-4: PROJECTION INTEGRATION MANAGEMENT

• Project Integration Management is one of the ten knowledge areas defined by the Project
Management Institute (PMI) in the Project Management Body of Knowledge (PMBOK).

• It encompasses processes and activities that are required to identify, define, combine, unify, and
coordinate various processes and project management activities within the project management process
groups.

• This knowledge area serves as the glue that binds together all other project management processes and
activities

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Develop Project Management
Plan:
The project management plan is the
central document that defines how the
project will be executed, monitored, and
controlled. It integrates all subsidiary
plans and baselines and serves as a guide
for project execution and control.

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Direct and Manage Project Work:

This process involves executing the project

management plan to complete project
deliverables. It requires leadership, effective
communication, and the management of
stakeholder expectations to ensure successful
project outcomes.

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Manage Project Knowledge:

• Managing project knowledge entails systematically gathering, documenting, and distributing valuable insights
gained throughout the project lifecycle.
• This process ensures that lessons learned, best practices, and other knowledge assets are effectively utilized to
inform decision-making, optimize performance, and drive continuous improvement efforts within the project.
• It involves not only capturing knowledge but also fostering a culture of sharing and collaboration among team

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Monitoring and controlling project:

Monitoring and controlling project work

involves tracking, reviewing, and regulating the
progress and performance of the project. It
ensures that project performance aligns with the
project management plan and takes corrective
actions as needed.

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 Perform Integrated Change Control:

Integrated change control is the process of reviewing all change requests, approving changes, and
managing changes to deliverables and the project management plan. It ensures that changes are beneficial and
do not negatively impact the project.

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• Objectives: It aims to identify, assess, and manage proposed changes' impacts on scope, schedule,
budget, quality, and risk.

• Key Components: Change identification, evaluation, approval, implementation, and communication are
essential steps in the process

• Change Control Board (CCB): Often, a CCB is established to facilitate decision-making on change
requests, comprising key stakeholders with authority.

• Documentation and Monitoring: The process generates documentation like change requests and logs,
emphasizing continuous monitoring to address emerging changes effectively.

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CHAPTER 5 : PROJECT SCHEDULE MANAGEMENT

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PROJECT SCHEDULE MANAGEMENT

Project Schedule Management includes the processes required to manage the

timely completion of the project.

Process of Project Schedule Management

Plan Schedule Management

Define Activities

Sequence Activities

Estimate Activity Duration

Develop Schedule

Control Schedule

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PLAN SCHEDULE MANAGEMENT
It is the Process of establishing the policies,procedures and
documentation for planning ,developing, managing, executing and
controlling the project schedule

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 SEQUENCE ACTIVITIES: It is the process of Identifying
and documenting relationships among the project
activities

It defines the logical sequence of work to obtain the

greatest efficiency given all project constrains

Identify Activities: Before sequencing activities, you need to have a clear

understanding of all the tasks that need to be accomplished to complete
the project. These activities should be broken down into manageable
and specific tasks.

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Define Dependencies: Determine the relationships between activities.
There are four types of dependencies:

Finish to Start (FS): Activity B cannot start until Activity A finishes.

Start to Start (SS): Activity B cannot start until Activity A starts.
Finish to Finish (FF): Activity B cannot finish until Activity A finishes.
Start to Finish (SF): Activity B cannot finish until Activity A starts.
Create Network Diagram: Develop a visual representation of the project
activities and their dependencies using techniques like the Precedence
Diagramming Method (PDM) or the Arrow Diagramming Method (ADM).
This diagram helps in visualizing the sequence of activities.

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Sequence Activities: Arrange the activities in the order they need to be
performed based on their dependencies. Ensure that all predecessors are
completed before successors begin.

Apply Leads and Lags: Sometimes, there may be instances where you
need to adjust the timing between activities. Leads allow you to start
successor activities before their predecessors finish, while lags introduce
delays between activities.

Review and Validate: Once the activities are sequenced, review the
sequence to ensure that it's logical and feasible. Validate the sequence with
key stakeholders to ensure that all dependencies and constraints are
considered.

Update Schedule: Incorporate the sequence of activities into your project

schedule using scheduling tools such as Gantt charts or project
management software. Ensure that the schedule reflects the sequence and
dependencies accurately.

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Estimate Activity Duration

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Develop Schedule

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Control Schedule

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PROJECT COST MANAGEMENT

Project cost management involves planning, estimating, budgeting,

financing, funding, managing, and controlling costs so that the project can
be completed within the approved budget

1.RESOURCE PLANNING

2.COST ESTIMATING

3.COST BUDGETING

4.COST CONTROL

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COST MANAGEMENT RESOURCE PLANNING

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 COST ESTIMATING

Estimate Costs is the process of developing an approximation

of the cost of resources needed to complete project work. The
key benefit of this process is that it determines the monetary
resources required for the project. This process is performed
periodically throughout the project as needed

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 COST BUDGETING

Budget is the process of aggregating the estimated costs of individual activities or work
packages to establish an authorized cost baseline. The key benefit of this process is that
it determines the cost baseline against which project performance can be monitored and
controlled. This process is performed once or at predefined points in the project.

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COST CONTROL

Control Costs is the process of monitoring the status of the project to update
the project costs and managing changes to the cost baseline. The key
benefit of this process is that the cost baseline is maintained throughout the
project. This process is performed throughout the project

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 CONTROL

INPUTS TOOLS OUTPU

TS
.1 Work performance
.1 Project management plan 1 Expert judgment information
• Cost management plan .2 Data analysis .2 Cost forecasts
• Cost baseline • Earned value analysis .3 Change requests
• Performance measurement • Variance analysis .4 Project management plan
baseline • Trend analysis updates
.2 Project documents • Reserve analysis • Cost management plan
• Lessons learned register .3 To-complete performance •.5 Project documents
.3 Project funding index updates
requirements .4 Project management • Assumption log
.4 Work performance data information system • Cost estimates
.5 Organizational process • Lessons learned register
assets • Risk register

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BUDGET

INPUTS TOOLS OUTPU

TS
1 Project management plan 1 Expert judgment
• Cost management plan 2 Analogous estimating 1 Cost estimates
• Quality management plan 3 Parametric estimating 2 Basis of estimates
• Scope baseline 4 Bottom-up estimating 3 Project documents
2 Project documents 5 Three-point estimating updates
• Lessons learned register 6 Data analysis • Assumption log
• Project schedule • Alternatives analysis • Lessons learned register
• Resources requirements • Reserve analysis • Risk register
• Risk register • Cost of quality
3 Enterprise environmental 7 Project management
factors information system
4 Organizational process 8 Decision making
assets • Voting`

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 ESTIMATE

INPUTS TOOLS OUTPU

TS
1 Project management plan
• Cost management plan 1 Cost baseline
1 Expert judgment 2 Project funding
• Resource management plan 2 Cost aggregation
• Scope baseline requirements
3 Data analysis 3 Project documents
2 Project documents • Reserve analysis
• Basis of estimates updates
4 Historical information review • Cost estimates
• Cost estimates 5 Funding limit reconciliation
• Project schedule • Project schedule
6 Financing • Risk register
• Risk register
3 Business documents
• Benefits management plan
4 Agreements
5 Enterprise environmental
factors

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 Conclusion
• Chapter 1 provides an introduction to project management, defining projects and discussing the role and importance of

project management in organizations. It highlights the characteristics of project, including its uniqueness and temporary

nature.

• Chapter 2 focusses on the organizational influences on project, detailing different project phases and how organisational

structure, governance and stakeholders impact project management.

• These set a foundation for understanding project management principles and practices.

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 Conclusion
• PMBOK Chapters 3 and 4 cover Project Management Processes and Integration Management.

• Processes are grouped into Initiating, Planning, Executing, Monitoring and Controlling, and Closing stages.

• Integration Management ensures alignment with project objectives and stakeholder expectations.

• Key integration processes include charter and plan development, project execution, monitoring, control, and

project closure.

• Effective integration management facilitates communication, decision-making, and resolution of conflicts,

playing a critical role in project success.

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Thank you…

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