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Project Management PMBOK

 

A Guide to the Project Management Body of Knowledge (Project Management PMBOK® Guide) – 2000 Edition is your basic reference and the world’s de facto standard for the project management profession. It was designated an American National Standard (ANSI/PMI 99-001-2000) by the American National Standards Institute in March 2001.

 

The Project Management Body of Knowledge (Project Management PMBOK Guide) is an inclusive term that describes the sum of knowledge within the profession of project management. The Project Management PMBOK Guide identifies and describes the subset of principles and practices within the Project Management PMBOK that are generally accepted and applicable to most projects most of the time. The guide also provides a common lexicon for talking about project management. Project management is a relatively young profession, and while there is substantial commonality around what is done, there is relatively little commonality in the terms used. An extensive glossary further aids in standardizing definitions of the most important concepts, terms, and phrases.

 

Established in 1969 and headquartered outside Philadelphia, Pennsylvania USA, the Project Management Institute (PMI) is the world’s leading not-for-profit project management professional association, with over 125,000 members worldwide.

 

History of Project Management Institute: The Project Management Institute was founded in 1969 by five volunteers. The Commonwealth of Pennsylvania USA issued Articles of Incorporation for PMI which signified the official inception of the organization. During that same year, the first PMI Seminars & Symposium was held in Atlanta, Georgia USA and had an attendance of 83 people.

 

In the 1970s the first issue of Project Management Quarterly (PMQ) was published and later renamed Project Management Journal® (PMJ). The first Annual Seminars & Symposium was held outside of the USA, the first PMI Chapter was chartered and the PMI Professional Awards Program was established. By the end of the decade PMI membership totaled over 2,000 individuals worldwide.

 

During the 1980s, PMI’s membership, programs and services continued to grow. A Code of Ethics was adopted for the profession and the first Project Management Professional (PMP®) Certification examination was administered. The first PMI project management standard was published as the PMQ Special Report on Ethics Standards and Accreditation. PMI’s publishing products and services also grew rapidly during this decade. The first PMI book was co-published and PM Network®, PMI’s monthly magazine was born. Due to this growth, the PMI Publishing Division was established in North Carolina USA.

 

By 1990, PMI’s membership totaled over 8,500 and by 1993 the annual membership growth rate rose to over 20 percent per year. During the 1990s, Specific Interest Groups and Colleges were formed and Seminars USA, a series of educational programs on project management was initiated (later renamed SeminarsWorldsm). PMI also established a presence on the World Wide Web and published the project management standard, A Guide to the Project Management Body of Knowledge (Project Management PMBOK Guide). PMI Today®, PMI’s monthly newsletter was printed for the first time and the Professional Development Program (PDP) was established for PMP certificate holders to maintain their credential.

 

By the beginning of the 21st century, PMI had over 50,000 members, over 10,000 certified Project Management Professionals and over 270,000 copies of the Project Management PMBOK Guide in circulation.

 

Project Management Institute Today: Currently, PMI supports over 125,000 members in 140 countries worldwide. PMI members are individuals practicing and studying project management in many different industry areas, including aerospace, automotive, business management, construction, engineering, financial services, information technology, pharmaceuticals and telecommunications.

 

Over time, PMI has become, and continues to be, the leading professional association in project management. Members and project management stakeholders can take advantage of the extensive products and services offered through PMI. These products and services are described below and are explained in detail throughout the PMI Web site.

 

Project Management PMBOK Guide is available in following 8 languages:

·         Chinese

·         Spanish

·         Portuguese

·         French

·         German

·         Italian

·         Japanese

·         Korean

 

The Project Management Institute (PMI®) uses the Project Management PMBOK Guide as one of the references for the Project Management Professional (PMP®) Certification Examination. Major revisions and expansions of this edition include:

 

·         Aligned newly added processes, tools, and techniques with the five project processes and nine knowledge areas. For example, reserve time, variance analysis, and activity attributes were added to Chapter 6 (Project Time Management); estimating publications and earned value were added to Chapter 7 (Project Cost Management); and project reports, project presentations, and project closure were added to Chapter 10 (Project Communications Management).

·         Added a section in Chapter 2 to acknowledge the role of the Project Office; expanded the treatment of earned value management in Chapter 4 and Chapter 10; and added a brief discussion of the Theory of Constraints in Chapter 6.

·         Expanded Chapter 11 (Project Risk Management) to include six processes instead of the previous four: Risk Management Planning, Risk Identification, Risk Assessment, Risk Quantification, Risk Response Planning, and Risk Monitoring and Control.

·         Strengthened the linkage between organizational strategy and project management throughout.

 

The Project Management PMBOK Guide is one of those indispensable tools that you will want at your fingertips, both at work and in your home office. Selected as a suggested resource for CAPM®, CAQ® Automotive Product Development, CAQ Capital Projects, CAQ Information Technology Systems, CAQ Information Technology Networking, and CAQ Project Management Office exam preparation.

When you, as a project manager, accept responsibility for a project, you accept the schedule, timeline, deadlines, resources, and expectations set out at the start. Now you can make sure you're asking the right questions for each project by utilizing the tools, checklists, and information from projectmanagementsurvival.

Now you can manage your risk project according to best practice standards. You'll have the details and plans in place to handle whatever arises during a project's duration—setting appropriate expectations for timelines, milestones, and deliverables. And, ensure success for each and every project with resources on:

  • Ensuring you have the necessary equipment and resources available
  • Properly documenting all project activities
  • Identifying staff skills by roles needed
  • Putting quality controls in place
  • Identifying and estimating indirect costs
  • Documenting and prioritizing requirements
  • And much more

Start and end each project on a positive note—order your Templates and Tool Kits for Project Managers today!

Explore the templates and toolkits HERE

  
   
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