A Twist of Luck

A Guide to the Project Management Body of Knowledge (PMBOK (R)) Guide is the go-to resource for project management practitioners. Reflecting this evolution, The Standard for Project Management enumerates 12 principles of project management and the PMBOK (R) Guide - Seventh Edition is structured around eight project performance domains. Both the standard and the guide reflect the wide range of development approaches that lead to value delivery. This edition is designed to address practitioners' current and future needs and to help them be more proactive, innovative and nimble in enabling desired project outcomes. This edition of the PMBOK (R) Guide reflects the full range of development approaches (predictive, adaptive, hybrid, etc.); provides an entire section devoted to tailoring the development approach and processes; includes an expanded list of models, methods, and artifacts; focuses on not just delivering project outputs but also enabling outcomes; and integrates with PMI standards for information and standards application content based on project type, development approach, and industry sector. A Guide to the Project Management Body of K nowledge PMBOK® GUIDE THE STANDARD FOR PROJECT MANAGEMENT and A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE Libarary of Congress Cataloging-in-Publication Data Copyright Notice Preface CUSTOMER- AND END-USER-CENTERED DESIGN SUSTAINING THE RELEVANCE OF THE PMBOK® GUIDE SUMMARY OF CHANGES CONCLUSION Table of Contents List of Figures and Tables THE STANDARD FOR PROJECT MANAGEMENT Chapter 1: Introduction 1.1 PURPOSE OF THE STANDARD FOR PROJECT MANAGEMENT 1.2 KEY TERMS AND CONCEPTS 1.3 AUDIENCE FOR THIS STANDARD Chapter 2: A System for Value Delivery 2.1 CREATING VALUE 2.1.1 VALUE DELIVERY COMPONENTS 2.1.2 INFORMATION FLOW 2.2 ORGANIZATIONAL GOVERNANCE SYSTEMS 2.3 FUNCTIONS ASSOCIATED WITH PROJECTS 2.3.1 PROVIDE OVERSIGHT AND COORDINATION 2.3.2 PRESENT OBJECTIVES AND FEED 2.3.3 FACILITATE AND SUPPORT 2.3.4 PERFORM WORK AND CONTRIBUTE INSIGHTS 2.3.5 APPLY EXPERTISE 2.3.6 PROVIDE BUSINESS DIRECTION AND INSIGHT 2.3.7 PROVIDE RESOURCES AND DIRECTION 2.3.8 MAINTAIN GOVERNANCE 2.4 THE PROJECT ENVIRONMENT 2.4.1 INTERNAL ENVIRONMENT 2.4.2 EXTERNAL ENVIRONMENT 2.5 PRODUCT MANAGEMENT CONSIDERATIONS Chapter 3: Project Management Principles 3.1 BE A DILIGENT, RESPECTFUL, AND CARING STEWARD 3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT 3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS 3.4 FOCUS ON VALUE 3.5 RECOGNIZE, EVALUATE, AND RESPOND TO SYSTEM INTERACTIONS 3.6 DEMONSTRATE LEADERSHIP BEHAVIORS 3.7 TAILOR BASED ON CONTEXT 3.8 BUILD QUALITY INTO PROCESSES AND DELIVERABLES 3.9 NAVIGATE COMPLEXITY 3.10 OPTIMIZE RISK RESPONSES 3.11 EMBRACE ADAPTABILITY AND RESILIENCY 3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE REFERENCES Index A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE Chapter 1: Introduction 1.1 STRUCTURE OF THE PMBOK® GUIDE 1.2 RELATIONSHIP OF THE PMBOK® GUIDE AND THE STANDARD FOR PROJECT MANAGEMENT 1.3 CHANGES TO THE PMBOK® GUIDE 1.4 RELATIONSHIP TO PMIstandards+ Chapter 2: Project Performance Domains 2.1 STAKEHOLDER PERFORMANCE DOMAIN 2.1.1 STAKEHOLDER ENGAGEMENT 2.1.1.1 Identify 2.1.1.2 Understand and Analyze 2.1.1.3 Prioritize 2.1.1.4 Engage 2.1.1.5 Monitor 2.1.2 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS 2.1.3 CHECKING RESULTS 2.2 TEAM PERFORMANCE DOMAIN 2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP 2.2.1.1 Centralized Management and Leadership 2.2.1.2 Distributed Management and Leadership 2.2.1.3 Common Aspects of Team Development 2.2.2 PROJECT TEAM CULTURE 2.2.3 HIGH-PERFORMING PROJECT TEAMS 2.2.4 LEADERSHIP SKILLS 2.2.4.1 Establishing and Maintaining Vision 2.2.4.2 Critical Thinking 2.2.4.3 Motivation 2.2.4.4 Interpersonal Skills 2.2.5 TAILORING LEADERSHIP STYLES 2.2.6 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS 2.2.7 CHECKING RESULTS 2.3 DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN 2.3.1 DEVELOPMENT, CADENCE, AND LIFE CYCLE RELATIONSHIP 2.3.2 DELIVERY CADENCE 2.3.3 DEVELOPMENT APPROACHES 2.3.4 CONSIDERATIONS FOR SELECTING A DEVELOPMENT APPROACH 2.3.4.1 Product, Service, or Result 2.3.4.2 Project 2.3.4.3 Organization 2.3.5 LIFE CYCLE AND PHASE DEFINITIONS 2.3.6 ALIGNING OF DELIVERY CADENCE, DEVELOPMENT APPROACH, AND LIFE CYCLE 2.3.7 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS 2.3.8 MEASURING OUTCOMES 2.4 PLANNING PERFORMANCE DOMAIN 2.4.1 PLANNING OVERVIEW 2.4.2 PLANNING VARIABLES 2.4.2.1 Delivery 2.4.2.2 Estimating 2.4.2.3 Schedules 2.4.2.4 Budget 2.4.3 PROJECT TEAM COMPOSITION AND STRUCTURE 2.4.4 COMMUNICATION 2.4.5 PHYSICAL RESOURCES 2.4.6 PROCUREMENT 2.4.7 CHANGES 2.4.8 METRICS 2.4.9 ALIGNMENT 2.4.10 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS 2.4.11 CHECKING RESULTS 2.5 PROJECT WORK PERFORMANCE DOMAIN 2.5.1 PROJECT PROCESSES 2.5.2 BALANCING COMPETING CONSTRAINTS 2.5.3 MAINTAINING PROJECT TEAM FOCUS 2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT 2.5.5 MANAGING PHYSICAL RESOURCES 2.5.6 WORKING WITH PROCUREMENTS 2.5.6.1 The Bid Process 2.5.6.2 Contracting 2.5.7 MONITORING NEW WORK AND CHANGES 2.5.8 LEARNING THROUGHOUT THE PROJECT 2.5.8.1 Knowledge Management 2.5.8.2 Explicit and Tacit Knowledge 2.5.9 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS 2.5.10 CHECKING RESULTS 2.6 DELIVERY PERFORMANCE DOMAIN 2.6.1 DELIVERY OF VALUE 2.6.2 DELIVERABLES 2.6.2.1 Requirements 2.6.2.2 Scope Definition 2.6.2.3 Moving Targets of Completion 2.6.3 QUALITY 2.6.3.1 Cost of Quality 2.6.3.2 Cost of Change 2.6.4 SUBOPTIMAL OUTCOMES 2.6.5 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS 2.6.6 CHECKING RESULTS 2.7 MEASUREMENT PERFORMANCE DOMAIN 2.7.1 ESTABLISHING EFFECTIVE MEASURES 2.7.1.1 Key Performance Indicators 2.7.1.2 Effective Metrics 2.7.2 WHAT TO MEASURE 2.7.2.1 Deliverable Metrics 2.7.2.2 Delivery 2.7.2.3 Baseline Performance 2.7.2.4 Resources 2.7.2.5 Business Value 2.7.2.6 Stakeholders 2.7.2.7 Forecasts 2.7.3 PRESENTING INFORMATION 2.7.3.1 Dashboards 2.7.3.2 Information Radiators 2.7.3.3 Visual Controls 2.7.4 MEASUREMENT PITFALLS 2.7.5 TROUBLESHOOTING PERFORMANCE 2.7.6 GROWING AND IMPROVING 2.7.7 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS 2.7.8 CHECKING RESULTS 2.8 UNCERTAINTY PERFORMANCE DOMAIN 2.8.1 GENERAL UNCERTAINTY 2.8.2 AMBIGUITY 2.8.3 COMPLEXITY 2.8.3.1 Systems-Based 2.8.3.2 Reframing 2.8.3.3 Process-Based 2.8.4 VOLATILITY 2.8.5 RISK 2.8.5.1 Threats 2.8.5.2 Opportunities 2.8.5.3 Management and Contingency Reserve 2.8.5.4 Risk Review 2.8.6 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS 2.8.7 CHECKING RESULTS Chapter 3: Tailoring 3.1 OVERVIEW 3.2 WHY TAILOR? 3.3 WHAT TO TAILOR 3.3.1 LIFE CYCLE AND DEVELOPMENT APPROACH SELECTION 3.3.2 PROCESSES 3.3.3 ENGAGEMENT 3.3.4 TOOLS 3.3.5 METHODS AND ARTIFACTS 3.4 THE TAILORING PROCESS 3.4.1 SELECT INITIAL DEVELOPMENT APPROACH 3.4.2 TAILOR FOR THE ORGANIZATION 3.4.3 TAILOR FOR THE PROJECT 3.4.3.1 Product/Deliverable 3.4.3.2 Project Team 3.4.3.3 Culture 3.4.3.4 Implement Ongoing Improvement 3.5 TAILORING THE PERFORMANCE DOMAINS 3.5.1 STAKEHOLDERS 3.5.2 PROJECT TEAM 3.5.3 DEVELOPMENT APPROACH AND LIFE CYCLE 3.5.4 PLANNING 3.5.5 PROJECT WORK 3.5.6 DELIVERY 3.5.7 UNCERTAINTY 3.5.8 MEASUREMENT 3.6 DIAGNOSTICS 3.7 SUMMARY Chapter 4: Models, Methods, and Artifacts 4.1 OVERVIEW 4.2 COMMONLY USED MODELS 4.2.1 SITUATIONAL LEADERSHIP MODELS 4.2.1.1 Situational Leadership® II 4.2.1.2 OSCAR Model 4.2.2 COMMUNICATION MODELS 4.2.2.1 Cross-Cultural Communication 4.2.2.2 Effectiveness of Communication Channels 4.2.2.3 Gulf of Execution and Evaluation 4.2.3 MOTIVATION MODELS 4.2.3.1 Hygiene and Motivational Factors 4.2.3.2 Intrinsic versus Extrinsic Motivation 4.2.3.3 Theory of Needs 4.2.3.4 Theory X, Theory Y, and Theory Z 4.2.4 CHANGE MODELS 4.2.4.1 Managing Change in Organizations 4.2.4.2 ADKAR® Model 4.2.4.3 The 8-Step Process for Leading Change 4.2.4.4 Virginia Satir Change Model 4.2.4.5 Transition Model 4.2.5 COMPLEXITY MODELS 4.2.5.1 Cynefin Framework 4.2.5.2 Stacey Matrix 4.2.6 PROJECT TEAM DEVELOPMENT MODELS 4.2.6.1 Tuckman Ladder 4.2.6.2 Drexler/Sibbet Team Performance Model 4.2.7 OTHER MODELS 4.2.7.1 Conflict Model 4.2.7.2 Negotiation 4.2.7.3 Planning 4.2.7.4 Process Groups 4.2.7.5 Salience Model 4.3 MODELS APPLIED ACROSS PERFORMANCE DOMAINS 4.4 COMMONLY USED METHODS 4.4.1 DATA GATHERING AND ANALYSIS 4.4.2 ESTIMATING 4.4.3 MEETINGS AND EVENTS 4.4.4 OTHER METHODS 4.5 METHODS APPLIED ACROSS PERFORMANCE DOMAINS 4.6 COMMONLY USED ARTIFACTS 4.6.1 STRATEGY ARTIFACTS 4.6.2 LOGS AND REGISTERS 4.6.3 PLANS 4.6.4 HIERARCHY CHARTS 4.6.5 BASELINES 4.6.6 VISUAL DATA AND INFORMATION 4.6.7 REPORTS 4.6.8 AGREEMENTS AND CONTRACTS 4.6.9 OTHER ARTIFACTS 4.7 ARTIFACTS APPLIED ACROSS PERFORMANCE DOMAINS REFERENCES Appendix X1 Contributors and Reviewers of The Standard for Project Management and A Guide to the Project Management Body of Knowledge – Seventh Edition X1.1 CONTRIBUTORS X1.2 PMI STAFF Appendix X2 Sponsor X2.1 INTRODUCTION X2.2 THE SPONSOR ROLE X2.3 LACK OF ENGAGEMENT X2.4 SPONSOR BEHAVIORS X2.5 CONCLUSION X2.6 SUGGESTED RESOURCES Appendix X3 The Project Management Office X3.1 INTRODUCTION X3.2 THE PMO VALUE PROPOSITION—WHY HAVE ONE? X3.3 KEY PMO CAPABILITIES X3.4 EVOLVING FOR STRONGER BENEFITS REALIZATION X3.5 LEARN MORE ABOUT PMOS X3.6 SUGGESTED RESOURCES Appendix X4 Product X4.1 INTRODUCTION X4.2 GLOBAL MARKET SHIFTS X4.3 IMPACT ON PROJECT DELIVERY PRACTICES X4.4 ORGANIZATIONAL CONSIDERATIONSFOR PRODUCT MANAGEMENT X4.5 SUMMARY X4.6 SUGGESTED RESOURCES Appendix X5 Research and Development for The Standard for Project Management X5.1 INTRODUCTION X5.2 THE MOVE TO A PRINCIPLE-BASED STANDARD X5.3 RESEARCH FOR THE STANDARD FOR PROJECT MANAGEMENT X5.4 STANDARD DEVELOPMENT PROCESS X5.4.1 DEVELOPMENT AND REVIEW TEAMS X5.4.2 CONTENT X5.5 VALIDATING THE STANDARD X5.5.1 GLOBAL WORKSHOPS X5.5.2 ITERATIVE DEVELOPMENT X5.5.3 EXPOSURE DRAFT X5.6 SUMMARY Glossary 1. INCLUSIONS AND EXCLUSIONS 2. COMMON ACRONYMS 3. DEFINITIONS Index PMBOK® Guide – Seventh Edition AND The Standard for Project Management « Over the past few years, emerging technology, new approaches, and rapid market changes disrupted our ways of working, driving the project management profession to evolve. Each industry, organization and project face unique challenges, and team members must adapt their approaches to successfully manage projects and deliver results. With this in mind, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Seventh Edition takes a deeper look into the fundamental concepts and constructs of the profession. Including both The Standard for Project Management and the PMBOK® Guide, this edition presents 12 principles of project management and eight project performance domains that are critical for effectively delivering project outcomes. This edition of the PMBOK® Guide: Reflects the full range of development approaches (predictive, traditional, adaptive, agile, hybrid, etc.); Devotes an entire section to tailoring development approaches and processes; Expands the list of tools and techniques in a new section, "Models, Methods, and Artifacts"; Focuses on project outcomes, in addition to deliverables; and Integrates with PMIstandards+, giving users access to content that helps them apply the PMBOK® Guide on the job. The result is a modern guide that betters enables project team members to be proactive, innovative, and nimble in delivering project outcomes »-- Quatrième de couverture "Over the past few years, emerging technology, new approaches, and rapid market changes disrupted our ways of working, driving the project management profession to evolve. Each industry, organization and project face unique challenges, and team members must adapt their approaches to successfully manage projects and deliver results. With this in mind, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Seventh Edition takes a deeper look into the fundamental concepts and constructs of the profession. Including both The Standard for Project Management and the PMBOK® Guide, this edition presents 12 principles of project management and eight project performance domains that are critical for effectively delivering project outcomes. This edition of the PMBOK® Guide: Reflects the full range of development approaches (predictive, traditional, adaptive, agile, hybrid, etc.); Devotes an entire section to tailoring development approaches and processes; Expands the list of tools and techniques in a new section, "Models, Methods, and Artifacts"; Focuses on project outcomes, in addition to deliverables; and Integrates with PMIstandards+, giving users access to content that helps them apply the PMBOK® Guide on the job. The result is a modern guide that betters enables project team members to be proactive, innovative, and nimble in delivering project outcomes"-- Provided by publisher