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A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and The Standard for Project Management (ENGLISH)

by Project Management Institute

July 2021

Beginner to intermediate

370 pages

7h 19m

English

Project Management Institute

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1.1. Purpose of the Standard for Project Management1.2. Key Terms and Concepts1.3. Audience for this Standard
2.1. Creating Value2.1.1. Value Delivery Components2.1.2. Information Flow2.2. Organizational Governance Systems2.3. Functions Associated with Projects2.3.1. Provide Oversight and Coordination2.3.2. Present Objectives and Feedback2.3.3. Facilitate and Support2.3.4. Perform Work and Contribute Insights2.3.5. Apply Expertise2.3.6. Provide Business Direction and Insight2.3.7. Provide Resources and Direction2.3.8. Maintain Governance2.4. The Project Environment2.4.1. Internal Environment2.4.2. External Environment2.5. Product Management Considerations

3.1. Be a Diligent, Respectful, and Caring Steward3.2. Create a Collaborative Project Team Environment3.3. Effectively Engage with Stakeholders3.4. Focus on Value3.5. Recognize, Evaluate, and Respond to System Interactions3.6. Demonstrate Leadership Behaviors3.7. Tailor Based on Context3.8. Build Quality into Processes and Deliverables3.9. Navigate Complexity3.10. Optimize Risk Responses3.11. Embrace Adaptability and Resiliency3.12. Enable Change to Achieve the Envisioned Future StateReferences
1.1. Structure of the PMBOK® Guide1.2. Relationship of the PMBOK® Guide and The Standard for Project Management1.3. Changes to the PMBOK® Guide1.4. Relationship to PMIstandards+
2.1. Stakeholder Performance Domain2.1.1. Stakeholder Engagement2.1.2. Interactions with other Performance Domains2.1.3. Checking Results2.2. Team Performance Domain2.2.1. Project Team Management and Leadership2.2.2. Project Team Culture2.2.3. High-Performing Project Teams2.2.4. Leadership Skills2.2.5. Tailoring Leadership Styles2.2.6. Interactions with other Performance Domains2.2.7. Checking Results2.3. Development Approach and Life Cycle Performance Domain2.3.1. Development, Cadence, and Life Cycle Relationship2.3.2. Delivery Cadence2.3.3. Development Approaches2.3.4. Considerations for Selecting a Development Approach2.3.5. Life Cycle and Phase Definitions2.3.6. Aligning of Delivery Cadence, Development Approach, and Life Cycle2.3.7. Interactions with other Performance Domains2.3.8. Measuring Outcomes2.4. Planning Performance Domain2.4.1. Planning Overview2.4.2. Planning Variables2.4.3. Project Team Composition and Structure2.4.4. Communication2.4.5. Physical Resources2.4.6. Procurement2.4.7. Changes2.4.8. Metrics2.4.9. Alignment2.4.10. Interactions with other Performance Domains2.4.11. Checking Results2.5. Project Work Performance Domain2.5.1. Project Processes2.5.2. Balancing Competing Constraints2.5.3. Maintaining Project Team Focus2.5.4. Project Communications and Engagement2.5.5. Managing Physical Resources2.5.6. Working with Procurements2.5.7. Monitoring New Work and Changes2.5.8. Learning throughout the Project2.5.9. Interactions with other Performance Domains2.5.10. Checking Results2.6. Delivery Performance Domain2.6.1. Delivery of Value2.6.2. Deliverables2.6.3. Quality2.6.4. Suboptimal Outcomes2.6.5. Interactions with other Performance Domains2.6.6. Checking Results2.7. Measurement Performance Domain2.7.1. Establishing Effective Measures2.7.2. What to Measure2.7.3. Presenting Information2.7.4. Measurement Pitfalls2.7.5. Troubleshooting Performance2.7.6. Growing and Improving2.7.7. Interactions with other Performance Domains2.7.8. Checking Results2.8. Uncertainty Performance Domain2.8.1. General Uncertainty2.8.2. Ambiguity2.8.3. Complexity2.8.4. Volatility2.8.5. Risk2.8.6. Interactions with other Performance Domains2.8.7. Checking Results
3.1. Overview3.2. Why Tailor?3.3. What to Tailor3.3.1. Life Cycle and Development Approach Selection3.3.2. Processes3.3.3. Engagement3.3.4. Tools3.3.5. Methods and Artifacts3.4. The Tailoring Process3.4.1. Select Initial Development Approach3.4.2. Tailor for the Organization3.4.3. Tailor for the Project3.5. Tailoring the Performance Domains3.5.1. Stakeholders3.5.2. Project Team3.5.3. Development Approach and Life Cycle3.5.4. Planning3.5.5. Project Work3.5.6. Delivery3.5.7. Uncertainty3.5.8. Measurement3.6. Diagnostics3.7. Summary
4.1. Overview4.2. Commonly Used Models4.2.1. Situational Leadership Models4.2.2. Communication Models4.2.3. Motivation Models4.2.4. Change Models4.2.5. Complexity Models4.2.6. Project Team Development Models4.2.7. Other Models4.3. Models Applied Across Performance Domains4.4. Commonly Used Methods4.4.1. Data Gathering and Analysis4.4.2. Estimating4.4.3. Meetings and Events4.4.4. Other Methods4.5. Methods Applied Across Performance Domains4.6. Commonly Used Artifacts4.6.1. Strategy Artifacts4.6.2. Logs and Registers4.6.3. Plans4.6.4. Hierarchy Charts4.6.5. Baselines4.6.6. Visual Data and Information4.6.7. Reports4.6.8. Agreements and Contracts4.6.9. Other Artifacts4.7. Artifacts Applied Across Performance DomainsReferences
X1.1. ContributorsX1.2. PMI Staff
X2.1. IntroductionX2.2. The Sponsor RoleX2.3. Lack of EngagementX2.4. Sponsor BehaviorsX2.5. ConclusionX2.6. Suggested Resources
X3.1. IntroductionX3.2. The PMO Value Proposition—Why have One?X3.3. Key PMO CapabilitiesX3.4. Evolving for Stronger Benefits RealizationX3.5. Learn More about PMOsX3.6. Suggested Resources
X4.1. IntroductionX4.2. Global Market ShiftsX4.3. Impact on Project Delivery PracticesX4.4. Organizational Considerations for Product ManagementX4.5. SummaryX4.6. Suggested Resources
X5.1. IntroductionX5.2. The Move to a Principle-Based StandardX5.3. Research for the Standard for Project ManagementX5.4. Standard Development ProcessX5.5. Validating the StandardX5.6. Summary
1. Inclusions and Exclusions2. Common Acronyms3. Definitions

Content preview from A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and The Standard for Project Management (ENGLISH)

3 Project Management Principles

Principles for a profession serve as foundational guidelines for strategy, decision making, and problem solving. Professional standards and methodologies are often based on principles. In some professions, principles serve as laws or rules, and are therefore prescriptive in nature. The principles of project management are not prescriptive in nature. They are intended to guide the behavior of people involved in projects. They are broadly based so there are many ways individuals and organizations can maintain alignment with the principles.

Principles can, but do not necessarily, reflect morals. A code of ethics is related to morals. A code of ethics for a profession can be adopted by an individual or profession ...

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A guide to the PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK Guide)

Publisher Resources

ISBN: 9781628256642

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and The Standard for Project Management (ENGLISH)

by Project Management Institute

3

Project Management Principles

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