PMBOK is the abbreviation of Project Management Body Of Knowledge, which refers toproject managementKnowledge systemAmerican Project Management Association（PMI）Knowledge, skills and tools required for project managementGeneralDescription.
American Project Management Association（PMI）QualificationThe reason why it can be quickly recognized in such a wide range of industries and regions is, first of all, the importance and practicality of project management itself, and secondly, to a large extent, the scientificity of the certification system itself.PMI took the lead in proposing project management in the late 1970sKnowledge system(PMBoK for short).Because it is impossible to include all the contents of the project management knowledge system in one book, the book produced by PMI is called the guide to the project management knowledge system, namely PMBOK Guide, which can be used to find other knowledge related to project management.
Sample PMP Certificate
Composition of the knowledge system guidePMPThe foundation of the exam.The first edition of it was organized by PMI and completed by more than 200 project management experts from all over the world after four years, effectively avoiding the limitations of one saying.More scientifically, every few years, project management scholars from all over the world will review and update the content of PMBOK, making it always "applicable to most scenariosGood practice”Status.
For relevant interpretation of PMBOK guidelines, consult the PMI authorizedR.E.P(Registered Education Provider in English)
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Since the knowledge system was proposed to be implementedQualificationThere is a set of scientific means, which makes PMBOK launched by PMI full of vitality and has been widely recognized.International Standards Organization(ISO) has formulated the ISO10006 standard with PMBOK as the framework.At the same time, ISO issued a certificate to PMIISO9001Quality management system certificate, indicating that PMI is developing, maintaining, evaluating, promoting and managingPMPThe certification system fully complies with the requirements of ISO.
Origin and development
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In the 1960s and 1970s, people engaged in project management summarized in practice.At a conference in 1976, someone boldly put forward an idea of whether to summarize these common practical experiences and form a "standard".As a topic, people attending the meeting thought and studied deeply after the meeting.In 1981, the PMI Organizing Committee approved the project and formed a 10 person team with Matthew H. Parry as the chairman for development.The group also received the help of 25 volunteers.In 1983, the group published its first report.The basic content of project management in this report is divided into six areas, namely:Scope management、cost control 、time management、Quality Assurance、Human Resources Management, andCommunication management。These have become the basic contents of PMI's project management specialization.
In 1984, the PMI Organizing Committee approved the second project on further developmentManagement standardsThe project of RMax Wideman is the chairman of the 20 member team to carry out redevelopment.In 1987, the group published a research report entitled“Project management knowledge system”。In the following years, we extensively discussed and strived for the mainStandard documentsOpinions on the form, content and structure of.More than 10000 PMI members and more than 20 other professional organizations have contributed.
It was revised in 1991 and 1996 to become the "Project Management Body of Knowledge", which is called PMBOK for short.International Organization for StandardizationWith this document as the framework, ISO10006 standards on project management have been formulated.
At the same time, PMI has updated the PMBOK Guide every four years in strict accordance with the update requirements of ISO. By 2021, the second edition in 2000, the third edition in 2004, the fourth edition in 2008, the fifth edition in 2012, and the sixth edition in 2017 have been published, while the seventh edition is being updated according to the original plan.
Each update will add some new knowledge about the actual development of project management.For example, in the second version, the third feature of the project (progressive detail) was added, and the definition of project management was improved;In the third edition, it is proposed thatProject life cycleChina Capital should carry outIntegrated management, proposedBusiness environment factorsandOrganizational Process AssetsThese two important concepts;In the fourth version, the content of requirements collection and analysis has been added, and the 8 major requirements that project managers must haveInterpersonal skills；In the fifth edition, aProcess group, changed to ten process groups, and added stakeholder managementKnowledge areaEtc.
1. Project integration management (formerly known asIntegrated project management, or project integration management), including 7 sub processes: developing project charter
formulateProject management planGuide and manage project work, manage project knowledge, monitor project work, implement overall change control, and end the project or phase.
2．Project scope management, including 6 sub processes: planning scope management, collecting requirements, defining scope, creating work breakdown structure, confirming scope, and controlling scope.
3．Project progress management(The fifth version is called project time management), including 6 sub processes: planning progress management, defining activities, arranging activity sequence, estimating activity duration, and formulatingScheduleControl progress.
4. Project cost management, including four sub processes: planning cost management, cost estimation, budgetingControl costs。
5. ProjectQuality Assurance, including three sub processes: planning quality management, management quality, and quality control.
6．Project resource management(The fifth version is called project human resource management), including six sub processes: planning resource management, estimating activity resources, obtaining resources, building teams, managing teams, and controlling resources.
7. Project communication management includes three sub processes: planning communication management, management communication and supervision communication.
8. Project risk management, including 7 sub processes: planning risk management, identifying risks, implementing qualitative risk analysis, implementing quantitative risk analysis, and planningRisk responseImplement risk response and supervise risks.
9. Project procurement management includes three sub processes: planning procurement management, implementing procurement, and controlling procurement.
10. Management of project related parties, including four processes: identification of related parties;Involvement of planning related parties;Manage the participation of interested parties;Supervise the participation of interested parties.
Content introduction
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Project integration management
Its role is to ensure the coordinated operation of various project elements, balance and compromise the conflicting objectives, and meet the interest requirements and expectations of project related personnel to the maximum extent.The project management process includes:
(2) DevelopmentProject management plan: the process of defining, preparing and coordinating all sub plans and integrating them into an integrated project management plan;
(3) Guide and manage project work:Project objectivesTo lead and implement the work identified in the project management plan, and implement the process of approved changes;
(4) Manage project knowledge: use existing knowledge and generate new knowledge to achieve project goals, and helpOrganizational learningProcess;
(5) Monitoring project work: tracking, reviewing and reporting project progress to achieve thePerformance objectivesProcess;
Its function is to ensure thatproject plan Include and only include all work required to successfully complete the project.The scope is divided intoProduct rangeandProject scope。The product scope refers to the features and functions to be included in the product or service. The completion of the product scope is measured by requirements.The project scope refers to the work that must be carried out to complete the specified characteristics or functions, and the completion of the project scope is measured by the plan.The two must be well combined to ensure that the work of the project meets the predetermined specifications.
(3) Definition scope: the process of formulating detailed descriptions of projects and products, clarifying which requirements are included in the project scope and which will be excluded from the project scope, so as to clarify the boundaries of projects, services or results;
(4) CreateWork breakdown structure: The process of decomposing project deliverables into smaller and more manageable components;
(5) Confirmation scope: the process of formally accepting the completed project deliverables;
Its role is to ensure that the project is completed within the specified budget.The project management process includes:
1）Resource planning。Determined as executionProject activitiesThe required physical resources (personnel, equipment and materials) and their quantities shall be specifiedWBSResources and quantity required by elements at all levels.
2) Quality assurance.Regularly evaluate the overall performance of the project to ensure that the project can meet the relevant quality standards.It is an activity throughout the project.It can be divided into two types: internal quality assurance: assurance provided to project management team and management execution organization;External quality assurance: assurance provided to customers and other non closely involved personnel.
3) Quality control.Monitor specific project results to determine whether they follow the relevantquality standardAnd find out the way to eliminate unsatisfactory performance, which is an activity throughout the project.Project results include product results (deliverable part) andManagement results(such as cost, schedule, etc.).
Its role is to ensure the most effective use of project human resources to complete project activities.The project management process includes:
1）Organizational plan。Identify, record and assign project roles, responsibilities and reporting relationships.Its main output isPersonnel managementPlan, describing when and how human resources will be introduced and withdrawnProject team。
2) Personnel acquisition.Allocate the required human resources to the project and put them into work.Its main output isProject membersdetailed list.
Its function is to ensure timely and accurate generation, collection, dissemination, storage and final treatmentProject Information。The project management process includes:
1) Communication plan.Determine informationCommunication needs with project related personnel: who needs what information, when they need information, and how to transmit information to them.
2）Information dissemination。Timely make the relevant personnel of the project get the required information.
3) Performance reporting.Collect and disseminate information about project performance, including status reporting, process measurement, and forecasting.
4) Project closure.Generate, collect and disseminate information so thatProject PhaseOr project completion formalization.
project risk management
Its role identification, analysis andProject riskRespond.The project management process includes:
6）Risk monitoring。Monitoring of the whole risk management process.
Project procurement management
Its role is to obtain products and services required by the project from outside the organization.Projectpurchasing management The discussion is based on the views of the buyer and the seller.In particular, the same applies to the formal agreements signed between the executing agency and other departments.When informal agreements are involved, you can use theresource managementAnd communication management.The project management process includes:
1）Procurement planning。Identify whichProject requirementsThe maximum satisfaction can be achieved by purchasing products or services outside the executive agency.Need to consider: whether to purchase, how to purchase, what to purchase, when to purchase, and purchase quantity.
2) Bidding planning.Document the requirements for products to identify potential sources.Bidding planning involves the preparation of documents required to support bidding.
3) Bidding.getoffer, bid, offer or suitable scheme.Bidding involves obtaining information from future vendors about how project needs can be met.
4) Selection of bidding objects.Choose from potential buyers.Involved in receivingTenderOr scheme, determine the supplier according to the evaluation criteria.This process is often complicated.
6) The contract ends.Finalize the contract, including resolving all outstanding items.It mainly involves product identification, acceptance and data archiving.
stakeholder management
stakeholder management Each process used to carry out the following work: identify all personnel, groups and organizations that can affect or be affected by the project, analyze stakeholder expectations and impacts on the project, and develop appropriateManagement PolicyTo effectively mobilize stakeholdersProject DecisionAnd execution.Stakeholder management also focuses on maintaining continuous communication with stakeholders, so as to understand the needs and expectations of stakeholders and manageConflict of InterestTo solve the actual problems.Stakeholders should beSatisfactionManage as a key project objective.The project management processes include:
1) Identify stakeholders.Identify all the people, groups and organizations that can influence or be affected by the project, as well as the people, groups or organizations affected by other project decisions, activities or results, and analyze the process of recording their relevant information.
2) Planning stakeholder participation.Based on the analysis of stakeholder needs, interests and potential impact on the success of the project, develop appropriate management strategies to effectively mobilize stakeholders to participate in the wholeProject life cycleProcess.
3) Manage stakeholder engagement.Throughoutproject cycleThe process of communicating and cooperating with stakeholders to meet their needs and expectations, solve actual problems, and promote stakeholders to participate in project activities reasonably.
4) Control stakeholder participation.The process of comprehensively monitoring the relationship between project stakeholders and adjusting strategies and plans to mobilize stakeholder participation.
In summary, each project has stakeholders who are affected positively or negatively by the project, or can exert positive or negative influence on the project.Some project stakeholders have limited influence on the project, and some may havesignificant impact 。The ability of the project manager to correctly identify and reasonably manage stakeholders can determine the success or failure of the project.
