This article provides a review of the 2000 "Exposure Draft" of the PMBOK Guide which was sent to all PMI members plus other professional organizations for review and comment. This review serves to summarize the Project Management methodology and the provisions therein for CM/CMII.
Project Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. The Project Management Body of Knowledge (PMBOK) Guide is subdivided into twelve chapters.
1. Project Management Framework - basic structure for understanding project management (terms, etc).
2. Project Management Context - the environment in which projects operate.
3. Project Management Processes - a generalized view of how the various project management processes commonly interact. There are nine component processes (per Chapters 4 through 12).
4. Project Integration Management - consists of project plan development, project plan execution and overall change control.
5. Project Scope Management - consists of initiation, scope planning, scope definition, scope verification and scope change control.
6. Project Time Management - consists of activity definition, activity sequencing, activity duration estimating, schedule development and schedule change control.
7. Project Cost Management - consists of resource planning, cost estimating, cost budgeting and cost control.
8. Project Quality Management - consists of quality planning, quality assurance and quality control.
9. Project Human Resource Management - consists of organizational planning, staff acquisition and team development.
10. Project Communications Management - consists of communications planning, information distribution, performance reporting, and administrative closure.
11. Project Risk Management - consists of risk management planning, risk identification, risk assessment, risk quantification, risk response planning, and risk monitoring and control.
12. Project Procurement Management - consists of procurement planning, solicitation planning, solication, source selection, contract administration and contract close-out.
4.3.1 Inputs to Overall Change Control
____.1 Project Plan - provides the baseline against which changes will be controlled.
____.2 Performance Reports - provide information on project performance.
____.3 Change Requests - may occur in many forms - oral or written, externally or internally initiated.
4.3.2 Tools and Techniques for Overall Change Control
____.1 Change Control System - a collection of formal and documented procedures that define the steps ______by which official project documents may be changed and approval levels necessary.
____.2 Configuration Management - is any documented procedure used to apply technical and
______administrative direction and surveillance to:
________• Identify and document the functional and physical characteristics of an item or system.
________• Control any changes to such characteristics.
________• Record and report the change and its implementation status.
________• Audit the items and systems to verify conformance to requirements.
_______In many application areas, configuration management is a subset of the change control system.
____.3 Performance Measurement - techniques such as earned value help to assess whether variances
______from the plan require corrective action.
____.4 Additional Planning - Projects seldom run exactly to plan. Prospective changes may require
______new or revised cost estimates, modified activity sequences, schedules or other adjustments.
____.5 Project Management Information System - used to gather, integrate and disseminate the
______outputs of the other project management processes.
4.3.3 Outputs from Overall Change Control
____.1 Project Plan Updates - modifications to the content of a project plan or its supporting detail.
____.2 Corrective Action - anything to bring expected future performance in line with the project plan.
____.3 Lessons Learned - causes of variances, corrective actions, etc. are to be documented.
5.5 SCOPE CHANGE CONTROL
Scope change control is concerned with (a) influencing the factors which create scope changes to ensure that changes are beneficial, (b) determining that a scope change has occurred, and (c) managing the actual changes when and if they occur. Scope change control must be thoroughly integrated with the other control processes (time control, cost control, quality control, risk control, etc.).
5.5.1 Inputs to Scope Change Control
____.1 Work Breakdown Structure - defines the project's scope baseline.
____.2 Performance Reports - such as which interim deliverables have been completed and any _______issues.
____.3 Change Requests - may require expanding or shrinking the scope. Most are a result of
________• An external event such as a change in a government regulation.
________• An error or omission in defining the scope of the product such as a required feature.
________• An error or omission in defining the scope of the project such as using a bill of material __________instead of a WBS.
________• A value-adding change such as a cost reduction.
____.4 Scope Management Plan - describes how the project scope shall be managed and how scope _______changes will be integrated into the project - - - should include a clear description of how scope _______changes will be identified and classified - - - may be formal or informal, highly detailed or broadly _______framed. It is a subsidiary component of the overall project plan.
5.5.2 Tools and Techniques for Scope Change Control
____.1 Scope Change Control System - defines procedures by which project scope may be changed. _______The scope change control system should be integrated with the overall change control system.
____.2 Performance Measurement - helps assess the magnitude of any variations which do, determine _______what is causing the variation and decide if the variation requires corrective action.
____.3 Additional Planning - Prospective scope changes may require modifications to the WBS or _______analysis of alternative approaches.
5.5.3 Outputs from Scope Change Control
____.1 Scope Changes - a scope change is any modification to the agreed-upon project as defined by _______the approved WBS. Project scope changes are fed back through the planning process, _______technical and planning documents are updated as needed, and stakeholders are notified as _______appropriate.
____.2 Corrective Action - anything to bring expected future performance in line with the project plan.
____.3 Lessons Learned - causes of variances, the reasoning behind the corrective action chosen, and _______other types of lessons learned from scope change control should be documented so that this
_______information becomes part of the historical database for both this project and other projects of the _______performing organization.