DTU ProjectLab - User contributions [en-gb]

Talk:Project Management Body of Knowledge

2014-12-01T07:47:04Z

Secna: /* Review by "User" */

== Review by Dunseiz ==

'''GENERAL COMMENTS'''

In general I like this article for its conciseness.

The references are done manually as far as I can see. I have made the first two "linked" reference for you because they are slightly different in the code you have to use. They can be copied/pasted and modified to fit the rest of the references.

-- i have made all the reference in the correct wiki formating

There are a few grammatical mistakes mainly related to present tense verbs (he/she/it ''does'' VS. we/they ''do'' as well as he/she/it ''walks'' or we/they ''walk'')

-- think i have corrected most of them

'''BACKGROUND'''

"This article will be about..." Does "be about" mean a general talk or is it more specific? Another way of phrasing it could be something like "provide the reader with a “table of contents” level understanding and starting point for in-depth exploration". I know, this is taken directly from Josef and Christians "templates and instructions" but something that tells the reader what he or she can expect to gain from reading the article.

short intro created.

'''TABLE 1'''

It says "table 1 below..." and I, as a reader, am not in doubt what table to look after but I would still provide the table with a figure text saying "Table 1" - just to uphold standard formatting.

-table text added.

I see that the numbering starts at 4 - is that on purpose or is that a mistake?

-its because it shows the chapters within the standard, and that starts at 4, i have made it more clear that, thats is the case
-thanks for the comments.

'''

== Review by "User" ==

Hej APPPM mate!

First of all I have to admit that you, in my eyes, chose quite a challenging task with the PMBOK, as it is not easy to find an appropriate level of detail for this article. Another challenge is to keep it interesting or exciting for the reader. But I think you are on the track already and hope I can contribute to your success. But let’s start now…

=== Formal Aspects ===

*I need to say that you have quite a good amount of small grammar mistakes (e.g. “is” instead of “are”, missing articles like “…is (a) new standard within PM)
-correct most of the mistakes, might have missed some.

*Make sure you write names always in capital letters (e.g. International (P)roject (M)anagement (A)ssociation (IPMA)”)
-fixed

*In my opinion your sentences tend to be too long. Find more often the dot button on our keyboard and it will be fine and more clear for the reader. ;-)
- I have tried to rewrite some of the sentence to make them smaller, but i do agree with you.

*It might be a good idea to check your text for repetitions of words (e.g. your 2nd, 3rd and 4th sentences all begin by “The standard…”).
- same as before

*You should annotate the table (“Table 1”).
-fixed

*Consider labeling the axes of the table, i.e. “Processes” and “Main topics”.
-i would if i could

*You could also consider illustrating the processes described by the PMBOK (probably 5 simple arrows each including its process name), which would make the article more clear and visible.
-done, and thanks for the idea.

*I think especially the section “Content of the standard” (Capital letters please!) should be split up into some sub-sections. Therefore you should use Wiki’s sub-headlines (“ === Sub === “). Definitely you apply that to distinguish more between the description of the processes and the one of the main topics. So make it more structured, more transparent for the reader.
- defently a good idea!

=== Content Aspects ===

*As I mentioned in the beginning, it is a hard task to keep it exciting/interesting for the reader. To contribute more to this requirement you should maybe re-think or refine the mission you are trying to accomplish with your reports. Maybe you could be a bit more ambitioned and aim at a little more then summing up the standard.
*For example you could try to reflect on the application of PMBOK. Try to find some interesting quotes from PMs regarding the use, the benefits, the limitations of the standard. Especially the discussion part would benefit from that.
*Another interesting aspect could be the tools provided by the “groups of processes”. You only mention that there are tools existing. Instead you could give a brief outline or overview about the most interesting tools.
*At least if you pick up some of my suggestions you could extend the length of the article a little bit.
- The task has in generel been quit hard because of the topic i choose, and the amount of articles i have been able to find has been almost nothing, i started out with the ambition, to write exactly what you have suggested, but I just haven't been able to find it.

*The logical flow of your article basically follows the standard. Try to apply some transition section/sentences to make it more smooth and understandable. Point out more clearly and from the beginning, what you want to do within this article.
-a few sentence have been added.

*I do not see any quotes throughout your text. Make it more lively, make it more proof by taking more and different sources into account.

*If you start using the term “main topics” stick to it. Don’t confuse the reader by using just “parts” later on.
-done

*I like how relate the stakeholder analysis, power/interest grid etc. to Project Stakeholder Management. Try to find more relations. Provide the reader with some more links.

=== Overall ===
Overall, I think, you still have some potential inside your article that you should pick up to improve! What I find most noticeable is that you almost do not deploy any different angles, approaches or applications. So basically there is no controversial character within your text. Due to that, the discussion section keeps below its expectations.

I think it is okay to have no controversy in your article, but then you should just focus on condensing relevant information throughout your work. Also apply visualization.

Anyway, I think you are on a good way and you will maybe be on a better one with my review. And please just remember to ask somebody to check your formal mistakes before handing it in. ;-)

Cheers!
Yours “User”

- thanks alot for your comments they have been very useful.

Project Management Body of Knowledge

2014-12-01T07:41:24Z

Secna: /* Background */

== Background ==
This wiki article is about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group''' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

Figure 1 shows the relationship between the five process groups.
[[File:Process_groups.png|650px|thumb|none|| Figure 1 - process groups]]

The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one of the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) <ref>https://www.axelos.com/what-is-prince2 20-11-2014</ref>. PRINCE2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very smilair, both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project<ref>Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa</ref>.

Another standard is the ISO 21500<ref>Standard ISO 21500 for Project Management, Rehacek, Petr</ref> standard, which was released in 2012, and is a new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with other standards.

The International project management association (IPMA)<ref>http://ipma.ch/about/</ref> is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

Talk:Project Management Body of Knowledge

2014-12-01T07:41:02Z

Secna: /* Review by Dunseiz */

== Review by Dunseiz ==

'''GENERAL COMMENTS'''

In general I like this article for its conciseness.

The references are done manually as far as I can see. I have made the first two "linked" reference for you because they are slightly different in the code you have to use. They can be copied/pasted and modified to fit the rest of the references.

-- i have made all the reference in the correct wiki formating

There are a few grammatical mistakes mainly related to present tense verbs (he/she/it ''does'' VS. we/they ''do'' as well as he/she/it ''walks'' or we/they ''walk'')

-- think i have corrected most of them

'''BACKGROUND'''

"This article will be about..." Does "be about" mean a general talk or is it more specific? Another way of phrasing it could be something like "provide the reader with a “table of contents” level understanding and starting point for in-depth exploration". I know, this is taken directly from Josef and Christians "templates and instructions" but something that tells the reader what he or she can expect to gain from reading the article.

short intro created.

'''TABLE 1'''

It says "table 1 below..." and I, as a reader, am not in doubt what table to look after but I would still provide the table with a figure text saying "Table 1" - just to uphold standard formatting.

-table text added.

I see that the numbering starts at 4 - is that on purpose or is that a mistake?

-its because it shows the chapters within the standard, and that starts at 4, i have made it more clear that, thats is the case
-thanks for the comments.

'''

== Review by "User" ==

Hej APPPM mate!

First of all I have to admit that you, in my eyes, chose quite a challenging task with the PMBOK, as it is not easy to find an appropriate level of detail for this article. Another challenge is to keep it interesting or exciting for the reader. But I think you are on the track already and hope I can contribute to your success. But let’s start now…

=== Formal Aspects ===

*I need to say that you have quite a good amount of small grammar mistakes (e.g. “is” instead of “are”, missing articles like “…is (a) new standard within PM)
*Make sure you write names always in capital letters (e.g. International (P)roject (M)anagement (A)ssociation (IPMA)”)
*In my opinion your sentences tend to be too long. Find more often the dot button on our keyboard and it will be fine and more clear for the reader. ;-)
*It might be a good idea to check your text for repetitions of words (e.g. your 2nd, 3rd and 4th sentences all begin by “The standard…”).
*You should annotate the table (“Table 1”).
*Consider labeling the axes of the table, i.e. “Processes” and “Main topics”.
*You could also consider illustrating the processes described by the PMBOK (probably 5 simple arrows each including its process name), which would make the article more clear and visible.
*I think especially the section “Content of the standard” (Capital letters please!) should be split up into some sub-sections. Therefore you should use Wiki’s sub-headlines (“ === Sub === “). Definitely you apply that to distinguish more between the description of the processes and the one of the main topics. So make it more structured, more transparent for the reader.

=== Content Aspects ===

*As I mentioned in the beginning, it is a hard task to keep it exciting/interesting for the reader. To contribute more to this requirement you should maybe re-think or refine the mission you are trying to accomplish with your reports. Maybe you could be a bit more ambitioned and aim at a little more then summing up the standard.
*For example you could try to reflect on the application of PMBOK. Try to find some interesting quotes from PMs regarding the use, the benefits, the limitations of the standard. Especially the discussion part would benefit from that.
*Another interesting aspect could be the tools provided by the “groups of processes”. You only mention that there are tools existing. Instead you could give a brief outline or overview about the most interesting tools.
*At least if you pick up some of my suggestions you could extend the length of the article a little bit.
*The logical flow of your article basically follows the standard. Try to apply some transition section/sentences to make it more smooth and understandable. Point out more clearly and from the beginning, what you want to do within this article.
*I do not see any quotes throughout your text. Make it more lively, make it more proof by taking more and different sources into account.
*If you start using the term “main topics” stick to it. Don’t confuse the reader by using just “parts” later on.
*I like how relate the stakeholder analysis, power/interest grid etc. to Project Stakeholder Management. Try to find more relations. Provide the reader with some more links.

=== Overall ===
Overall, I think, you still have some potential inside your article that you should pick up to improve! What I find most noticeable is that you almost do not deploy any different angles, approaches or applications. So basically there is no controversial character within your text. Due to that, the discussion section keeps below its expectations.

I think it is okay to have no controversy in your article, but then you should just focus on condensing relevant information throughout your work. Also apply visualization.

Anyway, I think you are on a good way and you will maybe be on a better one with my review. And please just remember to ask somebody to check your formal mistakes before handing it in. ;-)

Cheers!
Yours “User”

Project Management Body of Knowledge

2014-12-01T07:37:00Z

Secna: /* Process groups */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group''' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

Figure 1 shows the relationship between the five process groups.
[[File:Process_groups.png|650px|thumb|none|| Figure 1 - process groups]]

The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one of the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) <ref>https://www.axelos.com/what-is-prince2 20-11-2014</ref>. PRINCE2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very smilair, both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project<ref>Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa</ref>.

Another standard is the ISO 21500<ref>Standard ISO 21500 for Project Management, Rehacek, Petr</ref> standard, which was released in 2012, and is a new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with other standards.

The International project management association (IPMA)<ref>http://ipma.ch/about/</ref> is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

Project Management Body of Knowledge

2014-11-30T19:08:29Z

Secna: /* Process groups */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group''' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

Figure 1 shows the relationship between the five process groups.
[[File:Process_groups.png]]

''Figure 1 - process groups''
The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one of the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) <ref>https://www.axelos.com/what-is-prince2 20-11-2014</ref>. PRINCE2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very smilair, both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project<ref>Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa</ref>.

Another standard is the ISO 21500<ref>Standard ISO 21500 for Project Management, Rehacek, Petr</ref> standard, which was released in 2012, and is a new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with other standards.

The International project management association (IPMA)<ref>http://ipma.ch/about/</ref> is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

Project Management Body of Knowledge

2014-11-30T19:08:09Z

Secna: /* Process groups */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group''' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

Figure 1 shows the relationship between the five process groups.
[[File:Process_groups.png]]
''Figure 1 - process groups''
The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one of the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) <ref>https://www.axelos.com/what-is-prince2 20-11-2014</ref>. PRINCE2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very smilair, both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project<ref>Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa</ref>.

Another standard is the ISO 21500<ref>Standard ISO 21500 for Project Management, Rehacek, Petr</ref> standard, which was released in 2012, and is a new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with other standards.

The International project management association (IPMA)<ref>http://ipma.ch/about/</ref> is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

File:Process groups.png

2014-11-30T19:06:28Z

Secna: Secna uploaded a new version of "File:Process groups.png"

Project Management Body of Knowledge

2014-11-30T19:03:39Z

Secna: /* Process groups */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group''' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

[[File:Process_groups.png]]

The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one of the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) <ref>https://www.axelos.com/what-is-prince2 20-11-2014</ref>. PRINCE2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very smilair, both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project<ref>Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa</ref>.

Another standard is the ISO 21500<ref>Standard ISO 21500 for Project Management, Rehacek, Petr</ref> standard, which was released in 2012, and is a new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with other standards.

The International project management association (IPMA)<ref>http://ipma.ch/about/</ref> is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

Project Management Body of Knowledge

2014-11-30T19:03:19Z

Secna: /* Process groups */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group''' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

[[File: apppm.man.dtu.dk/index.php/File:Process_groups.png]]

The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one of the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) <ref>https://www.axelos.com/what-is-prince2 20-11-2014</ref>. PRINCE2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very smilair, both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project<ref>Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa</ref>.

Another standard is the ISO 21500<ref>Standard ISO 21500 for Project Management, Rehacek, Petr</ref> standard, which was released in 2012, and is a new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with other standards.

The International project management association (IPMA)<ref>http://ipma.ch/about/</ref> is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

Project Management Body of Knowledge

2014-11-30T19:02:59Z

Secna: /* Process groups */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group''' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

[[File:http://apppm.man.dtu.dk/index.php/File:Process_groups.png]]

The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one of the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) <ref>https://www.axelos.com/what-is-prince2 20-11-2014</ref>. PRINCE2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very smilair, both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project<ref>Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa</ref>.

Another standard is the ISO 21500<ref>Standard ISO 21500 for Project Management, Rehacek, Petr</ref> standard, which was released in 2012, and is a new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with other standards.

The International project management association (IPMA)<ref>http://ipma.ch/about/</ref> is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

File:Process groups.png

2014-11-30T19:02:08Z

Secna:

Project Management Body of Knowledge

2014-11-30T18:55:09Z

Secna: /* Process groups */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group''' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one of the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) <ref>https://www.axelos.com/what-is-prince2 20-11-2014</ref>. PRINCE2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very smilair, both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project<ref>Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa</ref>.

Another standard is the ISO 21500<ref>Standard ISO 21500 for Project Management, Rehacek, Petr</ref> standard, which was released in 2012, and is a new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with other standards.

The International project management association (IPMA)<ref>http://ipma.ch/about/</ref> is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

Project Management Body of Knowledge

2014-11-30T18:23:57Z

Secna: /* References */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group'' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one of the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) <ref>https://www.axelos.com/what-is-prince2 20-11-2014</ref>. PRINCE2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very smilair, both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project<ref>Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa</ref>.

Another standard is the ISO 21500<ref>Standard ISO 21500 for Project Management, Rehacek, Petr</ref> standard, which was released in 2012, and is a new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with other standards.

The International project management association (IPMA)<ref>http://ipma.ch/about/</ref> is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

Project Management Body of Knowledge

2014-11-30T18:22:46Z

Secna: /* Related material */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group'' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one of the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) <ref>https://www.axelos.com/what-is-prince2 20-11-2014</ref>. PRINCE2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very smilair, both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project<ref>Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa</ref>.

Another standard is the ISO 21500<ref>Standard ISO 21500 for Project Management, Rehacek, Petr</ref> standard, which was released in 2012, and is a new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with other standards.

The International project management association (IPMA)<ref>http://ipma.ch/about/</ref> is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

[1] http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx 20-11-2014 p.2

[2] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute.

[3] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. P.60

[4] Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa

[5] https://www.axelos.com/what-is-prince2 20-11-2014

[6] Standard ISO 21500 for Project Management, Rehacek, Petr

[7] http://ipma.ch/about/

Project Management Body of Knowledge

2014-11-30T18:22:12Z

Secna: /* Related material */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group'' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one of the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) <ref>https://www.axelos.com/what-is-prince2 20-11-2014</ref>. PRINCE2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very smilair, both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project<ref>Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa</ref>.

Another standard is the ISO 21500<ref>Standard ISO 21500 for Project Management, Rehacek, Petr</ref> standard, which was released in 2012, and is a new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with other standards.

The International project management association (IPMA)[7] is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

[1] http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx 20-11-2014 p.2

[2] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute.

[3] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. P.60

[4] Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa

[5] https://www.axelos.com/what-is-prince2 20-11-2014

[6] Standard ISO 21500 for Project Management, Rehacek, Petr

[7] http://ipma.ch/about/

Project Management Body of Knowledge

2014-11-30T18:16:39Z

Secna: /* Content of the Standard */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363 <ref name=annual>[''Project Management Institute 2013 ANNUAL REPORT''] ''http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx'' </ref> people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8% <ref name=annual />. By the increasing numbers of certification holders it is clear to see that the standard is being widely accepted and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. </ref> are divided into ten main topics, which each is divided into five standard processes. These processes describes different phases of a project work, and how each of the main topics should be handled within each of the processes.
===Process groups===
The five standard process groups are Initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;

'''Initiating process group''' is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered an iterative process, as over the course of the project, additional information becomes available, and the project management guide has to be revised to take the new information into account.

'''Execution process group''' are the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjusted to fit the reality, tools for how set up appropriate change request and other tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make changes in the project management plan if needed.

'''Closing process group'' concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

The PMBOK is divided into ten parts, which each describes an important aspect of project management.

===Main topics===
'''Project Integration Management :''' Project Integration Management is about defining and coordinating different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries a project has, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

''Table 1 - project management process group and knowledge area mapping <ref>A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. page. 60 </ref> ''
{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) [5]. PRINCE 2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very common, they both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project[4].

Another standard is the ISO 21500[6] standard, which was released in 2012, and is new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with the other standards.

The International project management association (IPMA)[7] is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==
<references />

[1] http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx 20-11-2014 p.2

[2] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute.

[3] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. P.60

[4] Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa

[5] https://www.axelos.com/what-is-prince2 20-11-2014

[6] Standard ISO 21500 for Project Management, Rehacek, Petr

[7] http://ipma.ch/about/

Talk:SWOT matrix

2014-11-25T18:08:54Z

Secna: /* Review by secna */ new section

== Review from Username111 ==

The topic seems relevant even though it is a very common used method. But many project managers (or student within project management) may neglect some aspects of what seems to be a simple method, and therefore I believe that a compressive description of the method is interesting. It seems like to topic lies under the "introduction and overview" category, since no specific guidelines for using the method is described.

I will start by some overall considerations:

'''Structure'''

The overall structure of the article seems very throughout. Personally, I'm not a fan of 3 x sub headings (e.g. 1.1.1.1 Walmart example). I don't believe it is necessary to divide it this much in a short article like this. I would consider to skip the 3 x sub headings.

This will make the table of content a bit more easy to grasp.

'''Referencing'''

I don't see any references anywhere, other than your bibliography in the end. You need to show where you use the different sources in your text. I know that the SWOT matrix is a proportional simple method, and you properly would be able to describe it without any use of references. However! This should be an academic article, and therefore it is very important part of the article. There is lot of different ways of referencing correct, find inspiration in the other articles. In addition, you could add to the quality of your article by using more than the 3 online sources you use today, preferably journal articles, books etc.

My more specific questions and suggestions in chronological order (starting from the top):

'''Abstract:'''
* There are some spelling errors in the abstract, e.g. Acronym and Areas are not spelled with a capital letter.
* The purpose of the SWOT matrix is very vague described: "to get the data, and get some ideas". I believe you could elaborate on what the purpose is. What data do the company get? You could also divide the purpose into two: What is the purpose for identifying strengths and weaknesses? What is the purpose of identifying opportunities and threats? Please consider these questions and add a bit more to the purpose description.

'''Introduction chapter:'''
* First of all, please fix the picture so it fits the text, right now there are letters flying around which is confusing.
* In the first paragraph, you could add a bit more information about when, or in which situations, a SWOT matrix is beneficial to use.
* "''You don't have to necessarily work for a particular company, to obviously conduct a SWOT analysis but there are a lot of different benefits''". Maybe you could add a few concrete examples of benefits a company or project could have in using the SWOT matrix.

'''Strength, Weakness, Opportunities and Threats chapters:'''
* It is really nice with examples, but I think 1 or 2 examples for each chapter is sufficient. If you disagree, then please make sure to provide the same amount of examples for all chapters in order for the chapter to be coherent.
* You could add a bit more describing text in the introduction of each of the chapters. An idea could be, to write some guidelines on how a company could find its own s/w/o/t's - write down the questions a company would have to ask themselves in order to identify s/w/o/t's.

'''Type of factors:'''
* I find this chapter unnecessary. You could use the content of this chapter in the general introduction chapter instead. In case you want to keep it I would suggest to add more descriptions to each of the subchapters, right now it looks very unfinished when there is only one line pr. sub chapter.

'''How does the SWOT analysis work and goal statement:'''
* Unfinished chapters (as of November 26th 16:00) and therefore not reviewed.
* I would however suggest, that instead of making a list of ideas, then make an description of an example where the SWOT analysis has been applied. Otherwise you should rename the chapter to something other than "how does the SWOT analysis work"

'''Summary:'''
* Please revise this chapter after you're done with all the chapters. Right now it is very hard to understand, and doesn't fit as a nice ending of the article. E.g. this sentence is hard to understand: "''There need to be done some good analysis, if you’re doing a cursory review of some of these different categories are not going to find the truly valuable things''"

Good luck!

== Review by secna ==

*The overall topic is very relevant for project management. Im abit unsure about what Category this article falls it seems to be a mix of "introduction and overview" but with your examples it also seems abit like a case study. Perhaps you need to change your structure abit, so you present the theory first, and then come with examples after.

*the figure is very good, but you have to place it differently, so it isen't in the middle of a sentence. and remember figure text and to refer it within the text.

* the stemples within each section gives a pretty good idea about what the different swot areas means. but perhaps you should focus more on theory, and not so much on the examples. Try and see if you can find some articles which descripes swot, and what advantages it have.

* you could expand your article to include something about the second phase of swot analysis and not only focus on the matrix.

*a Discussions part about what is good and bad about swot could be an good idea to add abit more context to the article.

* try to search for more Scientific articles to back up your claims

Talk:Agile Project Management

2014-11-25T17:54:44Z

Secna: /* Review by secna */

== Review by secna ==

Overall a good article, which gives a good overview into what agile PM is and relevant within the topics of PM.

* It would improve the understanding of agile if you start out with a very short intro to what is agile PM is before you start the history of the method it will make it easier to follow.

*The amount of references that you have found is good, and when you read the article it really shows that it have been carefully investigated. But when you just write “it can be found in [x], then atleast I thought it was ruining the reading flow, I think it would help if you also added the name of the article that your referring to in the text.

*Is there any related methods/standards that can be used together with agile PM?

*Its nice figure which gives a good overview of the APM model, remember to refer to the figure in the text.

Talk:Agile Project Management

2014-11-25T17:53:30Z

Secna: /* Review by secna */

== Review by secna ==

*Overall a good article, which gives a good overview into what agile PM is. However, It would improve the understanding of agile if you start out with a very short intro to what is agile PM is before you start the history of the method it will make it easier to follow.

*The amount of references that you have found is good, and when you read the article it really shows that it have been carefully investigated. But when you just write “it can be found in [x], then atleast I thought it was ruining the reading flow, I think it would help if you also added the name of the article that your referring to in the text.

*Is there any related methods/standards that can be used together with agile PM?

*Its nice figure which gives a good overview of the APM model, remember to refer to the figure in the text.

Talk:Agile Project Management

2014-11-25T17:50:47Z

Secna: /* Review by secna */ new section

== Review by secna ==

-Overall a good article, which gives a good overview into what agile PM is. However, It would improve the understanding of agile if you start out with a very short intro to what is agile PM is before you start the history of the method it will make it easier to follow.

-The amount of references that you have found is good, and when you read the article it really shows that it have been carefully investigated. But when you just write “it can be found in [x], then atleast I thought it was ruining the reading flow, I think it would help if you also added the name of the article that your referring to in the text.

-Is there any related methods/standards that can be used together with agile PM?

-Its nice figure which gives a good overview of the APM model, remember to refer to the figure in the text.

Project Management Body of Knowledge

2014-11-24T19:11:35Z

Secna: /* Content of the standard */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363[1] people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8%[1]. By the increasing numbers of certification holders it is clear to see that the standard is being widely accept and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK[2] are divided into ten main topics, which each is divided into five standard processes. These processes is used to describe the different phases of a project work, and how each of the main topics should be handled within each of the processes.

The five standard process groups are initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;
Initiating process group is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered a iterative process, as over the course of the project additional information will be available, and the project management guide will have to be revised to take the new information into account.

'''Execution process group''' is about the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjust to fit the reality, tools for how set up appropriate change request and others tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make change in the project management plan if needed.

'''Closing process group''' is the processes, which concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

The PMBOK is divided into ten parts, which each describe an important aspect of project management.

'''Project Integration Management :''' Project Integration Management is about defining and coordinating the different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries the project have, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.

{| border="1"
|-
|
|
'''Initiating Process Group'''
|
'''Planning Process Group'''
|
'''Executing Process Group'''
|
'''Monitoring and Controlling
Process Group'''
|
'''Closing Process Group'''
|-
|
'''4. Project Integration Management'''
|
4.1 Develop Project Charter
|
4.2 Develop Project Management Plan
|
4.3 Direct and Manage Project Work
|
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
|
4.6 Close Project or Phase
|-
|
'''5. Project Scope Management'''
|
|
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
|
|
5.5 Validate Scope
5.6 Control Scope
|
|-
|
'''6. Project Time Management'''
|
|
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
|
|
6.7 Control Schedule
|
|-
|
'''7. Project Cost Management'''
|
|
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
|
|
7.4 Control Costs
|
|-
|
'''8. Project Quality Management'''
|
|
8.1 Plan Quality Management
|
8.2 Perform Quality Assurance
|
8.3 Control Quality
|
|-
|
'''9. Project Human Resource Management'''
|
|
9.1 Plan Human Resource Management
|
9.2 Acquire ProjectTeam
9.3 Develop Project Team
9.4 Manage Project Team
|
|
|-
|
'''10. Project Communications Management'''
|
|
10.1 Plan Communications Management
|
10.2 Manage Communications
|
10.3 Control Communications
|
|-
|
'''11. Project Risk Management'''
|
|
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
|
|
11.6 Control Risks
|
|-
|
'''12. Project Procurement Management'''
|
|
12.1 Plan Procurement Management
|
12.2 Conduct Procurements
|
12.3 Control Procurements
|
12.4 Close Procurements
|-
|
'''13. Project Stakeholder Management'''
|
13.1 Identify Stakeholders
|
13.2 Plan Stakeholder Management
|
13.3 Manage Stakeholder Engagement
|
13.4 Control Stakeholder Engagement
|
|}

==Related material==
The PMBOK is only one the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) [5]. PRINCE 2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very common, they both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project[4].

Another standard is the ISO 21500[6] standard, which was released in 2012, and is new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with the other standards.

The International project management association (IPMA)[7] is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==

[1] http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx 20-11-2014 p.2

[2] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute.

[3] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. P.60

[4] Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa

[5] https://www.axelos.com/what-is-prince2 20-11-2014

[6] Standard ISO 21500 for Project Management, Rehacek, Petr

[7] http://ipma.ch/about/

Project Management Body of Knowledge

2014-11-24T18:14:28Z

Secna: /* Content of the standard */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363[1] people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8%[1]. By the increasing numbers of certification holders it is clear to see that the standard is being widely accept and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK[2] are divided into ten main topics, which each is divided into five standard processes. These processes is used to describe the different phases of a project work, and how each of the main topics should be handled within each of the processes.

The five standard process groups are initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;
Initiating process group is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered a iterative process, as over the course of the project additional information will be available, and the project management guide will have to be revised to take the new information into account.

'''Execution process group''' is about the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjust to fit the reality, tools for how set up appropriate change request and others tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make change in the project management plan if needed.

'''Closing process group''' is the processes, which concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

The PMBOK is divided into ten parts, which each describe an important aspect of project management.

'''Project Integration Management :''' Project Integration Management is about defining and coordinating the different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries the project have, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.
INSERT TABLE!!!!!!!!!!!!!!!!!!!!

==Related material==
The PMBOK is only one the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) [5]. PRINCE 2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very common, they both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project[4].

Another standard is the ISO 21500[6] standard, which was released in 2012, and is new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with the other standards.

The International project management association (IPMA)[7] is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==

[1] http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx 20-11-2014 p.2

[2] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute.

[3] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. P.60

[4] Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa

[5] https://www.axelos.com/what-is-prince2 20-11-2014

[6] Standard ISO 21500 for Project Management, Rehacek, Petr

[7] http://ipma.ch/about/

Project Management Body of Knowledge

2014-11-24T18:14:13Z

Secna: /* References */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363[1] people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8%[1]. By the increasing numbers of certification holders it is clear to see that the standard is being widely accept and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK[2] are divided into ten main topics, which each is divided into five standard processes. These processes is used to describe the different phases of a project work, and how each of the main topics should be handled within each of the processes.

The five standard process groups are initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;
Initiating process group is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered a iterative process, as over the course of the project additional information will be available, and the project management guide will have to be revised to take the new information into account.

'''Execution process group''' is about the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjust to fit the reality, tools for how set up appropriate change request and others tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make change in the project management plan if needed.

'''Closing process group''' is the processes, which concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

The PMBOK is divided into ten parts, which each describe an important aspect of project management.

'''Project Integration Management :''' Project Integration Management is about defining and coordinating the different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries the project have, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.
INSERT TABLE!!!!!!!!!!!!!!!!!!!!

==Related material==
The PMBOK is only one the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) [5]. PRINCE 2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very common, they both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project[4].

Another standard is the ISO 21500[6] standard, which was released in 2012, and is new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with the other standards.

The International project management association (IPMA)[7] is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==

[1] http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx 20-11-2014 p.2

[2] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute.

[3] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. P.60

[4] Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa

[5] https://www.axelos.com/what-is-prince2 20-11-2014

[6] Standard ISO 21500 for Project Management, Rehacek, Petr

[7] http://ipma.ch/about/

Project Management Body of Knowledge

2014-11-24T18:13:44Z

Secna: /* Introduction and overview of the project management body of knowledge */

== Background ==
This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). The standard describes the central tools and knowledge, which can be applied to a project to secure a successful project. The standard is based on the modern views of project management from the 1960’s when PMI was founded in 1969. In 1989, the first edition of the PMBOK was created out from a series of workshop with leading project managers from the industry. In 1996 the first edition was revised and changed out from comments from project managers. This process is iterative and PMI has contiounsly updated the standard several times during the years. American National Standards Institute (ANSI) accepted the PMBOK as a standard in 1998, and later by the Institute of Electrical and Electronics Engineers (IEEE).
Today the standard is widely known and used, and by December 2013 a total of 628,363[1] people has been certified in the PMI. And a yearly increase of certification holders by 13% in the North America, 18.1% in Europe and Africa, while in Latin America it is an yearly increase of 22.8%[1]. By the increasing numbers of certification holders it is clear to see that the standard is being widely accept and the importance and impact of the standard is huge.

== Content of the standard ==
The PMBOK[2] are divided into ten main topics, which each is divided into five standard processes. These processes is used to describe the different phases of a project work, and how each of the main topics should be handled within each of the processes.

The five standard process groups are initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following;
Initiating process group is about the processes, which is used to define a new project. It is in initiating of a project where the initial scope and financial resources is being decided. It is also within this phase where stakeholders and end goal is being identified. The tools and methods described under this process group will help the project manager establishing the business case for the project, and to decide whether the project can go on to next phase or if it should be delayed.

'''Planning process group''' is the process group, which addresses the total scope of effort for the project. Within these sections, tools for defining and redefining objectives is listed and explained. The planning process is also about creating a plan for the entire project, which tells how the defined objectives will be obtained. The planning phase is not only done once, but is considered a iterative process, as over the course of the project additional information will be available, and the project management guide will have to be revised to take the new information into account.

'''Execution process group''' is about the processes, which occurs doing the work described in the project management plan. This process group is about getting the objectives done and about managing and coordinating people and the resources. One of the main challenges during the execution phase is that the time schedule often will have to be adjust to fit the reality, tools for how set up appropriate change request and others tools is described within these sections.

'''Monitoring and Controlling''' is the process group, which addresses all the processes that is used to monitor and control a project. The main idea with this section is to describe how to be able to track and revise the project and make change in the project management plan if needed.

'''Closing process group''' is the processes, which concludes the project and formally closes the project. These processes is an evaluation of the project, and lessons learned is a part of this process.

The PMBOK is divided into ten parts, which each describe an important aspect of project management.

'''Project Integration Management :''' Project Integration Management is about defining and coordinating the different processes and activities. This topic includes information about the tools that are used to control the overall project such as how to develop a project charter and Project Management Plan. It also includes information about how to direct and manage project work, and how to control the work.

'''Project Scope Management :''' Project Scope Management defines what boundaries the project have, and what work is required to complete the project, and makes sure that only the required work should be done. This section within the PMBOK mentions information about how to define scope and how to collect requirements from stakeholders. Work Breakdown Structure (WBS) is mentioned as a great tool to determine the required work and is described within the section.

'''Project Time Management :''' The section about Project time management is about all processes in a project regarding time. The section describes various tools and processes that can help the project manager to complete the project within time. This includes information about how to plan and develop the schedule, and how to estimate activity resources.

'''Project Cost Management :''' this section addresses everything regarding estimating, budgeting, financing, funding, managing, and controlling costs, and the procedures and policies regarding the cost management to stay within budget.

'''Project Quality Management :''' Project Quality Management includes information about the processes regarding the quality management within a project, so the project can be completed as expected by the stakeholders. This section about how to best possible set up policies and procedures to make sure the activities performed during the project work will uphold the requirements.

'''Project Human Resource Management :''' the section about human resource management is about develop and manage the project team and how to determine the skills and responsibility within the project group.

'''Project Communications Management :''' the section about project communications management I about how to ensure proper ways to deliver project information within the team, and how to collect the information and how to manage it.

'''Project Risk Management :''' Project Risk Management is about identifying the risk within the project and how to ensure that it does not become a problem for the timely finish of the project. SWOT is one of the tools mentioned in this section of the standard.

'''Project Procurement Management :''' Project Procurement Management is about the processes, which is used to buy and acquire materials, services or products from outside the project organization. Procurement is also about the setup of contracts with suppliers and other outside organizations. Contracts for change control processes is also part of procurement.

'''Project Stakeholders Management :''' this section of the standard is about how to identify the important parties of the project and how to manage their interest and expectations of the project. One of the tools explained in this section is stakeholder analysis, both the classical power/interest grid but also others like power/influence grid and influence/impact grid.

Table 1 below shows the five process groups and the ten main topics, and shows the knowledge areas within each of the process groups, and what section to find them in within the standard.
INSERT TABLE!!!!!!!!!!!!!!!!!!!!

==Related material==
The PMBOK is only one the standards within the field of project management. One of the other widely known standards is the PRINCE2 (PRojects IN Controlled Environments, version 2) [5]. PRINCE 2 is well known and very common in Denmark, especially within the government. In many ways the PMBOK and PRINCE2 is very common, they both explains that there are different process groups, where the PMBOK mentions the five process groups above. The PRINCE2 focuses on four instead of five, where closing is the missing process group. The PMBOK focused primarily on processes, where the PRINCE2 focuses on controlling the document flow within the project[4].

Another standard is the ISO 21500[6] standard, which was released in 2012, and is new standard within PM. Compared to both PMBOK and PRINCE the ISO standard is short, and mentioned a few but very central topics and tools. The ISO standard was made to try to create a common language in projects within the industry, and is made to be compatible with the other standards.

The International project management association (IPMA)[7] is another organization, which creates standards within the project management field. In contrast, to the other standard IPMA focuses on the project manager and his competences.

==Discussion==
It is important to remember that the PMBOK is toolbox, which contains what the PMI considers best practices, by that said, the PMBOK is not better than the other standards, and in many cases it is up to the individual of what he or she prefers.

The PMBOK is a toolbox and does not tell the PM exactly how to run a project, it do however come up with many different tools that could be used to run a project successfully. How the PM has to tailor the tools to his need and only use the tools that are necessary for his project, it could quickly turn into a very bureaucratic project if everything is applied on to a small project, which perhaps only need some proper stakeholder management.

The PMBOK should be used a guide book to how run a project best possible and basicly if you need information within a certain area, then you look it up in the PMBOK and use one of the tools or method it suggest.

----

== References ==

[1] http://www.pmi.org/About-Us/~/media/PDF/Publications/PMI-2013-Annual-Report-Web.ashx 20-11-2014 p.2

[2] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute.

[3] A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute. P.60

[4] Prince2 or PMBOK – a question of choice, Sandra Matosa, Eurico Lopesa

[5] https://www.axelos.com/what-is-prince2 20-11-2014

[6] Standard ISO 21500 for Project Management, Rehacek, Petr

[7] http://ipma.ch/about/

Project Management Body of Knowledge

2014-11-17T15:59:20Z

Secna: /* Introduction and overview of the project management book of knowledge */

== Introduction and overview of the project management body of knowledge ==

This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). This article will briefly present the background for PMBOK and cover the history of the standard as well as the development over the years since it first was published in 1996. The article will shortly summarize the five process groups and the ten main areas of the standard. The five standard process groups are initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following; an initiating phase where the initial inquiries are made and established. Then the planning phase where most of the ground work for the project is completed. An execution phase where the actual work is done, “the building is being build”, and during that phase there is also the monitoring and controlling, which is “how are we making sure we stay within the expected budget/time schedule”. In the end of the project is being closed and finalized. The standard says that these five process can be found in all projects and is used to explain the ten main areas. The ten main areas are; Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, Project Procurement Management, and Project Stakeholders Management. The main areas each describe one important aspect of project management, in the article each main area will be explained, and general overview of the tools to deal with the various main areas will be discussed. Afterwards the PMBOK will be compared to the PRINCE standard and areas where the two standards differentiates will be discussed and reflected upon. In the end of the article the strength and weaknesses will be discussed, and a section of how to use and implement the standard in to the real world will finish the article.

Project Management Body of Knowledge

2014-11-17T13:24:16Z

Secna: /* Introduction and overview of the project management book of knowledge */

== Introduction and overview of the project management book of knowledge ==

This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management body of knowledge (PMBOK) published by the project management institute (PMI). This article will briefly present the background for PMBOK and cover the history of the standard as well as the development over the years since it first was published in 1996. The article will shortly summarize the five process groups and the ten main areas of the standard. The five standard process groups are initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following; an initiating phase where the initial inquiries are made and established. Then the planning phase where most of the ground work for the project is completed. An execution phase where the actual work is done, “the building is being build”, and during that phase there is also the monitoring and controlling, which is “how are we making sure we stay within the expected budget/time schedule”. In the end of the project is being closed and finalized. The standard says that these five process can be found in all projects and is used to explain the ten main areas. The ten main areas are; Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, Project Procurement Management, and Project Stakeholders Management. The main areas each describe one important aspect of project management, in the article each main area will be explained, and general overview of the tools to deal with the various main areas will be discussed. Afterwards the PMBOK will be compared to the PRINCE standard and areas where the two standards differentiates will be discussed and reflected upon. In the end of the article the strength and weaknesses will be discussed, and a section of how to use and implement the standard in to the real world will finish the article.

Project Management Body of Knowledge

2014-11-14T08:07:57Z

Secna: Created page with " == Introduction and overview of the project management book of knowledge == This wiki article will be about one of the central standards within the field of portfolio, prog..."

== Introduction and overview of the project management book of knowledge ==

This wiki article will be about one of the central standards within the field of portfolio, program and project management. The standard is project management book of knowledge (PMBOK) published by the project management institute (PMI). This article will briefly present the background for PMBOK and cover the history of the standard as well as the development over the years since it first was published in 1996. The article will shortly summarize the five process groups and the ten main areas of the standard. The five standard process groups are initiating, Planning, Execution, Monitoring and Controlling, and Closing, can be explained as following; an initiating phase where the initial inquiries are made and established. Then the planning phase where most of the ground work for the project is completed. An execution phase where the actual work is done, “the building is being build”, and during that phase there is also the monitoring and controlling, which is “how are we making sure we stay within the expected budget/time schedule”. In the end of the project is being closed and finalized. The standard says that these five process can be found in all projects and is used to explain the ten main areas. The ten main areas are; Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, Project Procurement Management, and Project Stakeholders Management. The main areas each describe one important aspect of project management, in the article each main area will be explained, and general overview of the tools to deal with the various main areas will be discussed. Afterwards the PMBOK will be compared to the PRINCE standard and areas where the two standards differentiates will be discussed and reflected upon. In the end of the article the strength and weaknesses will be discussed, and a section of how to use and implement the standard in to the real world will finish the article.