Pmbok.pdf 2000 edition

Browse over veterinary books and resources to help build. Organizations are increasingly using project management techniques within their operations and the specialist language of project management has become more and more commonplace in managerial and executive meetings.

This trend is here to stay and it means that managers need to be familiar with project management roles, terms and processes. Our free Project Management Principles eBook will help you to understand the principles of project management. In this eBook, you will learn: how projects are defined and why they differ from business processes, how the structure of an organization impacts project management, how project management roles and responsibilities are defined, how all projects can be mapped to the same basic life cycle structure, and how project management can be organized into functional areas.

There is nothing more important to the success of a project than the people who make up the project team. Without good people - who possess the knowledge, experience, and motivation to get the job done - all of your other planning will be quickly wasted. In this eBook, you will learn: why human resource HR management is such an essential component of project management, how to identify and document project roles and creating an HR management plan, the importance of improving the overall team environment to enhance project performance, how to assess performance, provide feedback, resolve issues, and manage changes effectively, and why effective communication is vital to project success.

Managing the project schedule involves determining the delivery dates and milestones whilst taking all of the known constraints into account. It is sometimes seen as the core discipline of project management and some software tools focus almost exclusively on this aspect.

It is required through all phases of the project lifecycle and is normally derived at a high level during the initiation process in order to provide a framework in which the project plan can evolve as the project iterates between planning, execution and monitoring. In this eBook, you will learn: the six steps required to manage a project schedule, how to draw a network diagram, the principle of rolling wave planning, how to estimate the resources and duration of your project, and the principles of float and resource leveling.

A new section with guidance on tailoring, which is the deliberate adaptation of the project management approach, governance and processes to make them more suitable for the given environment and the work at hand. Download free:. Reference: PMI. PMP Books. You might like. Post a Comment. Evaluating overall project performance on a reg- ular basis to provide confidence that the project will satisfy the rele- vant quality standards.

Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance, as well as identify means to remedy to the non-compliance identified.

Grade is "a cate- gory or rank given to entities having the same functional use but different technical characteristics" 3. Low quality is always a problem; low grade may not be. Determining and delivering the required levels of both quality and grade are the responsibilities of the project manager and the project man- agement team.

Project Quality Management Overview 8. Quality policy is "the overall intentions and direction of an organization with regard to quality, as formally expressed by top manage- ment" 4. The quality policy of the performing organization can often be adopted "as is" for use by the project. However, if the performing organi- zation lacks a formal quality policy, or if the project involves multiple per- forming organizations, as with a joint venture , then the project management team will need to develop a quality policy for the project.

In some instances, the customer may impose compliance to its own quality policy as part of the project specifications. Additionally, for a project of exceptional nature, it is advisable to jointly develop a common project vision and quality policy between the performing organization s , the cus- tomer, and other main project stakeholders.

Regardless of the origin of the quality policy, the project management team is responsible for ensuring that the project stakeholders are fully aware of it e. The scope statement described in Section 5. Although elements of the product description described in Section 5. The project management team must consider any application area-specific standards or regulations that will affect the project.

Section 2. In the Con- struction industry these usually involve local, regional and national building codes, national and international engineering standards, regional and national safety regulations, as well as local, regional, national, and inter- national environmental regulations.

Some construction projects may have additional requirements due to their nature, example, the nuclear industry. In the construction industry project specifications issued by the customer include the project scope statement, the product description, and make ref- erence to all applicable standards and regulations.

In addition to the scope statement and product description, processes in other knowledge areas may produce outputs that should be considered as part of quality planning.

For example, procurement planning described in Section See Section 8. Seldom used in construction. Creative process seeking to identify the best alternative in terms of methods, materials, processes in order to optimize the con- struction of the final product while taking into consideration issues such as its long term operating costs and usability.

Quality is not the only appli- cation for value engineering-see Section 4. Quality Assurance will be provided to the project management team and to the management of the performing organization, as well to the customer and others not actively involved in the work of the project.

The quality planning tools and techniques described in Section 8. A quality audit is a structured review of the quality of the management of the project. The objective of a quality audit is to assess the relevance and effec- tiveness of the established project management processes and procedures, to evaluate compliance with all applicable processes and procedures, as well as to define corrective actions for the non-conformance encountered, and to identify preventive actions seeking to improve the overall quality management of the project.

It should be performed throughout the project. Work results described in Section 4. The quality management plan is described in Section 8. Operational definitions are described in Section 8. Checklists are described in Section 8. Some customary inspec- tions in construction include construction sampling, and non destructive testing procedures such as ultra sound and x-rays.

Inspections are also var- iously called reviews, audits, and walkthroughs. In the construction industry, the outcome of such inspections during the close-out phase of the project is usually documented by the use of a punchlist. Not often used in construction.

This technique is used for construction projects. Prob- ably the most common use is in sampling concrete for strength control and there are other sampling applications as well. Seldom used in construction as a quality control tool.

Useful in specific areas of construction to predict the effec- tiveness of the quality control program 8. Quality improvement is described in Section 8. The items inspected will be either accepted or rejected. Rejected items may require rework described in Section 8. Items that are inspected and found not to con- form to requirements commonly have a non conformance report prepared outlining the deficiencies. The report may also indicate the action needed to bring the items into conformance.

Rework is action taken to bring a defective or nonconforming item into compliance with requirements or specifications. Rework, especially unanticipated rework, is a frequent cause of cost and schedule overruns in construction projects. The project team should make every reasonable effort to minimize rework. Often the cause of rework is deficient vendor-supplied equipment or material.

This kind of deficiency can be prevented or mini- mized by the imposition of an approved quality control program at the sup- plier's plant. It includes all the project stake- holders-sponsors, customers, partners, individual contributors, and others described in Section 2. The project work force, as it relates to construction projects can be divided into managerial and labor forces.

The labor force, construction trades , are the largest com- ponent of the site work force, generally much larger than the managerial force. This section will cover both work force components. Identifying, documenting, and assigning project roles, responsibilities, and reporting relationships, including assessing the general requirements and availability of the labor work force. Getting the human resources needed assigned to and working on the project. Developing individual and group competencies to enhance project performance.

Each process may involve effort from one or more individuals or groups of individuals, based on the needs of the project. That is, the project team is not working in the familiar "cocoon" of their home office or trade association; but rather in an "artificial" environment that is the construction site. As discussed later in this section, the methods and procedures for acquisition of labor for a construction project can vary significantly in different parts of the world, and managers of con- struction projects need to be very alert to local conditions and customs.

The organizational interface for most design and construction projects is usually well defined as a result of long experience with this process: Owner, designer, contractor, sub- contractors, finance and regulatory agencies and, in some cases the gen- eral public. The primary interface, of course, is usually between the Owner, designer and contractor s.

Organizational interfaces can become critical in effectively managing certain contract forms such as design- build and construction management. The project stakeholders' roles and responsibilities must be clearly identified at the project outset. See Section 9. These do constrain project alternatives and should be accounted for in the project plan 4.

The owner or client often approves portions of the organizational plan either in the proposal or contract and it may be difficult to later change the structure without the owner's approval. There is a wealth of information to be obtained from other similar projects done by the per- forming organization or even its competitors. Many construction companies, particularly the larger ones, have a variety of policies, guidelines, and procedures that can help the management team or perhaps mandate various aspects of orga- nizational planning and practices.

Project roles who does what and responsibilities who decides what must be assigned to the appropriate project stakeholders. Roles and responsibilities may vary over time. Project roles and responsibilities should be closely linked to the project scope definition and the WBS.

This document is a key working element for the execution of the construc- tion project. If either or both of these elements change the staffing plan must be adjusted accordingly. Most staffing plans for construction projects will consist of company team mem- bers who are a part of the often permanent construction cadre, and addi- tional personnel hired often locally to fill positions more economically than moving in more permanent staff.

As is true with any project, but par- ticularly damaging to construction projects, events occur that were not con- templated in the staffing plan and some contingency needs to be provided in case these events happen. For example, a key staff member may become ill or leave the project for another job leaving an important assignment uncovered. In the case of a project on a site foreign to the home country this can prove to be a very serious and expensive situation to resolve.

Always a good idea, it is particularly important on a construction project, where most of the team is co-located, to provide a clear understanding of each member's role and competency insuring a smoother interper- sonal interface. If it is not possible or probable to pro- vide such training, additional and relevant supervisory strength should be supplied to counteract this deficiency.

Since construction projects may have a large labor work force and the financial success of the project can be closely linked to productivity, manpower leveling is often used to keep the work force as pro- ductive as possible. Manpower leveling assigns the necessary workforce to each line item on the project schedule, projecting the total laborforce employed on a period basis. The output from this activity may indicate an unacceptable variation in the total force or in some of the trades compo- nents.

In most cases the workforce can not be hired and fired on a regular basis without affecting the project's productivity and could also prove costly, due to excessive re-orienting and training. Non-critical path items should be adjusted to level the manpower required to the extent possible. Sometimes a construc- tion firm may be asked to provide personnel to an "integrated organization" consisting of its own staff and that of the Owner.

Local governments and certain funding agencies may require the use of a local labor workforce or percentage thereof. Such a defined work- force may not possess the skills required to perform the required tasks either from a quality or productivity standpoint. The work culture, practices, and ethics of the local workforce must be known in advance. Productivity, workmanship, and com- mitment can vary dramatically globally. Such factors may affect the com- position of the teams and number of workers required for a specific task.

Union agreements must be reviewed with respect to renewal dates, payment provisions, and workplace restrictions. The man- agement team should take precautionary steps in the event of work stop- pages resulting from unsuccessful collective bargaining or other union contract violations. Also, other construction projects may compete for personnel. In addition, other negotiations are with the prospective per- sonnel about the constraints in 9.

These negotiations occur internally or with new hires initially external to the constructing firm. The contractor can negotiate with the union on the number and type of workers as well as pay scale and benefits on larger projects usually through the collective bargaining process.

The results of the negotiation can vary depending on the state of the construction economy and employ- ment level of union members. For non-union projects it is usually the con- tractor's responsibility to acquire the workforce locally or from the contractor's own workforce data base.

Managerial staff may sometimes be pre-assigned to the project. This is often the case when the project is the result of a competitive proposal and spe- cific staff assignments were promised as part of the proposal.

While the process of recruiting new personnel for a construction staff is a "procurement" process, it is usually performed by a company's Human Resource or Personnel Department.

When the project hires local personnel to augment the site staff, this recruitment is usually performed by the site staff individual assigned the human resource responsibility. In cases of foreign projects or where a large labor force is required, the contractor may be forced to negotiate agreements with local firms that essentially control the available workforce or have a workforce meeting the requirements as set forth in section 9.

Individual development managerial and technical is the foundation nec- essary to develop the team. Development as a team is critical to the project's ability to meet its objectives.

Nevertheless, there may be superior authority beyond that of the construction manager on a construction job site for the safety and quality functions in particular.

Typical construction projects can last six months to two years and some- times much more. Within that timeframe several components requiring dif- ferent teams of the labor force may be required. For example, the concrete foundation crew comprises different personnel than the crew involved in final fitting up and fixtures.

It is therefore often difficult to apply team development strategies in the traditional sense for the labor workforce. Once each specialized team is identified, it is difficult to change within the context of a project without affecting the momentum of the project.

On projects with multiple repetitive tasks the labor workforce working with the managerial team can continually improve efficiency and quality, and thus produce positive performance. Where the labor force is largely furnished by subcontractors, the subcontractors overall performance can be graded and noted for future use. For example, in a cost-incentive-fee contract the team's performance is mea- sured periodically perhaps quarterly on other items such as quality, safety, communication effectiveness, etc.

Other more traditional team building activities are difficult to achieve on construction projects due to the duration and varied total team composition as mentioned in the intro- duction to this section. One additional form that is utilized more and more is reward for excel- lent safety performance by the construction team. For meeting or exceeding the project's safety goals the staff and sometimes also the workers are rewarded with a ceremonial lunch or dinner and given some token of the achievement; in some cases personal merchandise such as a cap or jacket or participation in lotteries for major prize items.

For a construction project virtually all members of the team are collocated but one important part of the project team may not be - the designer. Even for very large projects, only a part of the design team may be on site and then usually for a limited time. Training for team members assigned or about to be assigned to a construction project can be more difficult than for other types of projects because many field assignments are not known far enough in advance to provide such training.

It is also often useful to have a short "seminar" for the team to understand the process they are constructing, as in the case of an industrial project, which would ideally involve suitable members of the Owner's operating team. Usually the entire team will not stay together to the end of the project. As certain responsibilities are completed, those team members are released to a return to their source department, b be assigned to another construction project, or c be returned to their point of hire and the open job market.

As the project ends some members will take steps to find subsequent employment before or delay the completion of their assign- ment which can cause considerable difficulty for the construction manager if not anticipated and provided for. See 9. Sometimes with foreign construction assignments, staff personnel are engaged through the use of personal con- tracts which specify such things as salary, living accommodations, tax treat- ment and repatriation terms. For others, although there may not be a personal contract involved, company policy may dictate how the per- sonnel are to be released from the project and what procedures are to be followed.

As a project winds down and personnel are released it is good practice to hold an exit interview with each staff member. During this interview, information can be obtained about any ongoing activ- ities that have not been completed, relevant claim documentation, and other data that the project may need, as well as a discussion about the func- tion of the project team and what lessons have been learned that may improve future performance.

If periodic performance evaluations have not been done they should be done during the closeout period. Personnel deserve to know how well they have functioned and what kind of recommendation they will receive as a result of their work on the project.

In some cases staff members see the close of their assignment approaching and begin to take steps to seek follow-on employment else- where, which can leave the project seriously short-handed in the critical closing phases. One way to offset this problem is to offer a bonus for staying until the final close of the project. Nevertheless, this has proved to be useful in those few times where such a situation has arisen.

The team has completely left the site and future disposition has been completed for each member. At the close of the project, all personnel records should be reviewed for completeness and forwarded to the company's Human Resource Department who normally maintains a permanent file on all employees.

It provides the critical links among people, ideas, and information that are necessary for success. Everyone involved in the project must be prepared to send and receive communications, and must under- stand how the communications in which they are involved as individuals affect the project as a whole.

Consequently, considerable thought and planning is required to provide a system that meets these two criteria. For the construction project, the project team and primarily the project manager are the focal point of project communica- tion, not just for distributing project generated information, but also for gathering, analyzing and responding to stakeholder initiated information feedback.

Identifying the informational needs of the stake- holders and determining a suitable means of meeting those needs is an important factor for project success. However, the results of this process should be reviewed regularly throughout the project and revised as needed to ensure continued applicability". All of this is especially true in design and construction projects. One of the major considerations in planning a communication system for construction projects is how requests for information RFI are to be handled.

Some attempt should be made to esti- mate how many RFIs there might be over the life of the project and to pro- vide an efficient and rapid way of answering them and recording the results. Sometimes these guidelines are, or can be established in the project contract including the time allowed for answering them. Project resources should be expended only on communicating information that contributes to success or where a lack of communication can lead to failure.

It is usually the case in design and construction projects that not all team members are co-located, placing greater demands on the communication system. This might apply, for example, to a comprehensive project control system working through a web-based system.

While the use of new technology is often worthwhile, it may be limited by team knowledge and not worth the training involved unless the size and length of the project, and personnel interest warrant it.

This is almost always true for con- struction projects. In addition, it may be important to restrict the distribu- tion of sensitive information only to those who have a need to know. One of the important restrictions applies to those who are authorized to make changes, particularly relevant in the use of computer-generated and shared design.

Another important required constraint involving change requests is the need for an agreed communication path for those requests to avoid the practice of some owners to issue changes to unauthorized construction per- sonnel.

See Section 4. Stakeholders for construction projects, beside the obvious ones of the customer and the design and con- struction team, might include utilities, government agencies, financial insti- tutions, the general public and others who have an interest in or are affected by the project.

See Section It includes implementing the communications management plan, as well as responding to unexpected requests for information. Work results are described in Section 4. Work results should also include forecasts of future activity that, for example, might be of great interest to an affected com- munity as well as to the client.

The communications management plan is described in Section The project plan is described in Section 4. The sender is responsible for making the information clear, unambiguous, and complete, so that the receiver can receive it correctly, and for confirming that it is properly under- stood. The receiver is responsible for making sure that the information is received in its entirety and understood correctly.

Project information may be distributed using a variety of methods including kick-off and regular project meetings, hard-copy document distribution, shared access to networked electronic databases, fax, electronic mail, voice mail, videoconferencing, and project intranet. For some larger projects a "war room" may be established as a means of distributing much project information to those intimately involved with the project. In addition, the use of public relations or other specialty services may be required.

Project records may include correspondence, memos, and documents describing the project, as well as purchase orders, sub con- tracts, cost and schedule records, photos, etc. This information should, to the extent possible and appropriate, be maintained in an organized fashion. Project team members may often, and are encouraged to, maintain per- sonal records in a project notebook.

Such information may later be impor- tant in resolving disputes over project changes. See Performance reporting should generally provide information on scope, schedule, cost, and quality. Construction projects usually also require information on risk and procurement. Reports may be prepared comprehensively or on an exception basis. The project plan is discussed in Section 4. In addition, work results should include a cumulative and running record of the time required to respond to RFIs. Project records are discussed in Section Performance reviews are typically used in conjunction with one or more of the performance-reporting techniques described below.

These review meetings are usually held with the Client often at monthly intervals. Depending on the type of project, periodic reviews may sometimes consist of a public hearing, which usually requires additional preparation and broader notification.

Reports should provide the kinds of information and the level of detail required by various stakeholders, as doc- umented in the communications management plan. It is also suggested that performance reporting include the RFI response record. Figures and of Section Figure shows a common form of a vital report for construction projects - a Cost and Comparison to Estimate Report.

Description Period Cumulative to date Concrete work 10, , 6, , Mechanical contract , 5,, 80, 5,, Electrical , 2,, , 2,, Estimate to Estimate at Completion Over Complete under Acct. Description Current Previous Incr. Budget Budget Concrete work 51, , , 18, , 8, Mechanical contract , 5,, 5,, 0 5,, 0 Electrical 60, 2,, 2,, 30, 2,, , Figure 10—1. Analysis of project performance often generates a request for a change to some aspect of the project.

These change requests are han- dled as described in the various change control processes e. It includes collecting project records; ensuring that they reflect final specifi- cations; analyzing project success, effectiveness, and lessons learned; and archiving such information for future use. Each phase of the project should be properly closed to ensure that important and useful information is not lost.

Critical among this information are as-built records of the construction showing actual dimensions and elevations of the completed work, especially under- ground work that may need to be repaired or modified later. Industrial projects are normally completed in order of the product process, which makes it possible and beneficial to complete and "close" portions of the project as the entire project moves to closeout.

Also in this process, owners may begin occupying and running completed portions before the entire project is completed beneficial occupancy. For construction projects these documents also include inspection and testing records and reports, operation and mainte- nance manuals, and similar records that are relevant to the completion and performance of the project.

The formal action of final acceptance and closure will in almost all cases be guided by provisions of contractual documents under which the project was constructed. Lessons learned are discussed in Section 4. These processes can be executed beginning with the bidding phase or even earlier of a construction project, to help assess the contingency and management reserve that will be included in the bid total price.

This extension will discuss only the aspects of the inputs that are specific to construction projects. Two additional sources may apply to construction: during the bidding phase, the charter can be a Request For Proposal, Invitation for Bid or a similar document that the bidding team will use to guide risk analysis. When contract is signed, it should be considered, together with the proposal and bidding documentation, as the project charter. The contract may contain clauses or other provisions that affect the contractor's project liability.

In construction proj- ects, some specific issues should be addressed in those topics. What is your recommendation in preparation for PMP exam in current situation? I had 35 hours of PDU from Feb Shiv Shenoy February 15, , pm. Derek Jump January 7, , pm. I am an aspiring PMP and since you have published this, has there been any further information regarding the release of the 7th Edition of the PMBOK Guide, and is the new testing format reflecting its contents?

Shiv Shenoy January 11, , am. Hi Derek, thanks for the question. I will be updating this article as new information becomes available. Qanbar Ali zareh February 19, , am.

Shiv Shenoy February 19, , pm. Click here to know how you can save tons of time in preparing for PMP or CAPM exam, learn with fun, and pass the exam at first attempt Liked this brain-friendly PMP video? Click to subscribe for free, to get more such PMP videos as I make them for you! This site rocks the Thesis Classic Skin for Thesis. Click to Tweet. All in pages. Want a quick but detailed webinar on this? More Less. First name:.

Email to send the PDF:. Podcast icon made by Darius Dan from www. Recommended by Google. Shiv, I am an aspiring PMP and since you have published this, has there been any further information regarding the release of the 7th Edition of the PMBOK Guide, and is the new testing format reflecting its contents?