PM-Book-Fourth-Edition.pdf

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Table of Contents
Section I - The Project Management Framework
Chapter 1 - Introduction
Chapter 2 - Project Life Cycle and Organization
Section II - The Standard for Project Management of a Project
Chapter 3 - Project Management Processes for a Project
Section III - The Project Management Knowledge Areas
Chapter 4 - Project Integration Management
Chapter 5 - Project Scope Management
Chapter 6 - Project Time Management
Chapter 7 - Project Cost Management
Chapter 8 - Project Quality Management
Chapter 9 - Project Human Resource Management
Chapter 10 - Project Communications Management
Chapter 11 - Project Risk Management
Chapter 12 - Project Procurement Management
Section IV - Appendices
Appendix A - Fourth Edition Changes
Appendix B - Evolution of PMI’s A Guide to the Project Management Body of
Knowledge
Appendix C - Contributors and Reviewers of PMBOK® Guide – Fourth Edition
Appendix
D
- Application Area Extensions
Appendix E - Additional Sources of Information on Project Management
Appendix F - Summary of Project Management Knowledge Areas
Appendix
G
- Interpersonal Skills
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Section I: The Project Management Framework
Chapter List
Chapter 1 : Introduction
Chapter 2 : Project Life Cycle and Organization
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Chapter 1: Introduction
Overview
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is a recognized standard for
the project management profession. A standard is a formal document that describes established norms,
methods, processes, and practices. As with other professions such as law, medicine, and accounting, the
knowledge contained in this standard evolved from the recognized good practices of project management
practitioners who contributed to the development of this standard.
The first two chapters of the PMBOK® Guide provide an introduction to key concepts in the project
management field. Chapter 3 is the standard for project management. As such, it summarizes the
processes, inputs, and outputs that are considered good practices on most projects most of the time.
Chapters 4 through 12 are the guide to the project management body of knowledge. They expand on the
information in the standard by describing the inputs and outputs as well as tools and techniques used in
managing projects.
The PMBOK® Guide provides guidelines for managing individual projects. It defines project management
and related concepts and describes the project management life cycle and the related processes.
This chapter defines several key terms and identifies external environmental and internal organizational
factors that surround or influence a project’s success. An overview of the PMBOK® Guide is in the
following sections:
1.1 Purpose of the PMBOK ® Guide
The increasing acceptance of project management indicates that the application of appropriate
knowledge, processes, skills, tools, and techniques can have a significant impact on project success. The
PMBOK® Guide i dentifies that subset of the project management body of knowledge generally
recognized as good practice. “Generally recognized” means the knowledge and practices described are
applicable to most projects most of the time, and there is consensus about their value and usefulness.
“Good practice” means there is general agreement that the application of these skills, tools, and
techniques can enhance the chances of success over a wide range of projects. Good practice does not
mean the knowledge described should always be applied uniformly to all projects; the organization and/or
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project management team is responsible for determining what is appropriate for any given project.
The PMBOK® Guide also provides and promotes a common vocabulary within the project management
profession for discussing, writing, and applying project management concepts. Such a standard
vocabulary is an essential element of a professional discipline.
The Project Management Institute (PMI) views this standard as a foundational project management
reference for its professional development programs and certifications.
As a foundational reference, this standard is neither complete nor all-inclusive. This standard is a guide
rather than a methodology. One can use different methodologies and tools to implement the framework.
Appendix D discusses application area extensions, and Appendix E lists sources of further information on
project management.
In addition to the standards that establish guidelines for project management processes, tools, and
techniques, the Project Management Institute Code of Ethics and Professional Conduct guides
practitioners of the profession of project management and describes the expectations practitioners have
of themselves and others. The Project Management Institute Code of Ethics and Professional Conduct is
specific about the basic obligation of responsibility, respect, fairness, and honesty. It requires that
practitioners demonstrate a commitment to ethical and professional conduct. It carries the obligation to
comply with laws, regulations, and organizational and professional policies. Since practitioners come from
diverse backgrounds and cultures, the Code of Ethics and Professional Conduct applies globally. When
dealing with any stakeholder, practitioners should be committed to honest and fair practices and
respectful dealings. The Project Management Institute Code of Ethics and Professional Conduct is posted
on the PMI website ( http://www.pmi.org ) . Acceptance of the code is a requirement for the PMP ®
certification by PMI.
1.2 What is a Project?
A project is a temporary endeavor undertaken to create a unique product, service, or result. The
temporary nature of projects indicates a definite beginning and end. The end is reached when the
project’s objectives have been achieved or when the project is terminated because its objectives will not
or cannot be met, or when the need for the project no longer exists. Temporary does not necessarily
mean short in duration. Temporary does not generally apply to the product, service, or result created by
the project; most projects are undertaken to create a lasting outcome. For example, a project to build a
national monument will create a result expected to last centuries. Projects can also have social,
economic, and environmental impacts that far outlast the projects themselves.
Every project creates a unique product, service, or result. Although repetitive elements may be present in
some project deliverables, this repetition does not change the fundamental uniqueness of the project
work. For example, office buildings are constructed with the same or similar materials or by the same
team, but each location is unique—with a different design, different circumstances, different contractors,
and so on.
An ongoing work effort is generally a repetitive process because it follows an organization’s existing
procedures. In contrast, because of the unique nature of projects, there may be uncertainties about the
products, services, or results that the project creates. Project tasks can be new to a project team, which
necessitates more dedicated planning than other routine work. In addition, projects are undertaken at all
organizational levels. A project can involve a single person, a single organizational unit, or multiple
organizational units.
A project can create:
A product that can be either a component of another item or an end item in itself,
A capability to perform a service (e.g., a business function that supports production or
distribution), or
 

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