A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 7th

A Guide to the Project Management Body of Knowledge PMBOK® GUIDE
	THE STANDARD FOR PROJECT MANAGEMENT and A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE
	Libarary of Congress Cataloging-in-Publication Data
	Copyright
	Notice
	Preface
		CUSTOMER- AND END-USER-CENTERED DESIGN
		SUSTAINING THE RELEVANCE OF THE PMBOK® GUIDE
		SUMMARY OF CHANGES
		CONCLUSION
	Table of Contents
	List of Figures and Tables
	PART 1 - THE STANDARD FOR PROJECT MANAGEMENT
		Chapter 1: Introduction
			1.1 PURPOSE OF THE STANDARD FOR PROJECT MANAGEMENT
			1.2 KEY TERMS AND CONCEPTS
			1.3 AUDIENCE FOR THIS STANDARD
		Chapter 2: A System for Value Delivery
			2.1 CREATING VALUE
				2.1.1 VALUE DELIVERY COMPONENTS
				2.1.2 INFORMATION FLOW
			2.2 ORGANIZATIONAL GOVERNANCE SYSTEMS
			2.3 FUNCTIONS ASSOCIATED WITH PROJECTS
				2.3.1 PROVIDE OVERSIGHT AND COORDINATION
				2.3.2 PRESENT OBJECTIVES AND FEED
				2.3.3 FACILITATE AND SUPPORT
				2.3.4 PERFORM WORK AND CONTRIBUTE INSIGHTS
				2.3.5 APPLY EXPERTISE
				2.3.6 PROVIDE BUSINESS DIRECTION AND INSIGHT
				2.3.7 PROVIDE RESOURCES AND DIRECTION
				2.3.8 MAINTAIN GOVERNANCE
			2.4 THE PROJECT ENVIRONMENT
				2.4.1 INTERNAL ENVIRONMENT
				2.4.2 EXTERNAL ENVIRONMENT
			2.5 PRODUCT MANAGEMENT CONSIDERATIONS
		Chapter 3: Project Management Principles
			3.1 BE A DILIGENT, RESPECTFUL, AND CARING STEWARD
			3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT
			3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS
			3.4 FOCUS ON VALUE
			3.5 RECOGNIZE, EVALUATE, AND RESPOND TO SYSTEM INTERACTIONS
			3.6 DEMONSTRATE LEADERSHIP BEHAVIORS
			3.7 TAILOR BASED ON CONTEXT
			3.8 BUILD QUALITY INTO PROCESSES AND DELIVERABLES
			3.9 NAVIGATE COMPLEXITY
			3.10 OPTIMIZE RISK RESPONSES
			3.11 EMBRACE ADAPTABILITY AND RESILIENCY
			3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE
			REFERENCES
		Index
	PART 2 - A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE
		Chapter 1: Introduction
			1.1 STRUCTURE OF THE PMBOK® GUIDE
			1.2 RELATIONSHIP OF THE PMBOK® GUIDE AND THE STANDARD FOR PROJECT MANAGEMENT
			1.3 CHANGES TO THE PMBOK® GUIDE
			1.4 RELATIONSHIP TO PMIstandards+
		Chapter 2: Project Performance Domains
			2.1 STAKEHOLDER PERFORMANCE DOMAIN
				2.1.1 STAKEHOLDER ENGAGEMENT
					2.1.1.1 Identify
					2.1.1.2 Understand and Analyze
					2.1.1.3 Prioritize
					2.1.1.4 Engage
					2.1.1.5 Monitor
				2.1.2 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS
				2.1.3 CHECKING RESULTS
			2.2 TEAM PERFORMANCE DOMAIN
				2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP
					2.2.1.1 Centralized Management and Leadership
					2.2.1.2 Distributed Management and Leadership
					2.2.1.3 Common Aspects of Team Development
				2.2.2 PROJECT TEAM CULTURE
				2.2.3 HIGH-PERFORMING PROJECT TEAMS
				2.2.4 LEADERSHIP SKILLS
					2.2.4.1 Establishing and Maintaining Vision
					2.2.4.2 Critical Thinking
					2.2.4.3 Motivation
					2.2.4.4 Interpersonal Skills
				2.2.5 TAILORING LEADERSHIP STYLES
				2.2.6 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS
				2.2.7 CHECKING RESULTS
			2.3 DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN
				2.3.1 DEVELOPMENT, CADENCE, AND LIFE CYCLE RELATIONSHIP
				2.3.2 DELIVERY CADENCE
				2.3.3 DEVELOPMENT APPROACHES
				2.3.4 CONSIDERATIONS FOR SELECTING A DEVELOPMENT APPROACH
					2.3.4.1 Product, Service, or Result
					2.3.4.2 Project
					2.3.4.3 Organization
				2.3.5 LIFE CYCLE AND PHASE DEFINITIONS
				2.3.6 ALIGNING OF DELIVERY CADENCE, DEVELOPMENT APPROACH, AND LIFE CYCLE
				2.3.7 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS
				2.3.8 MEASURING OUTCOMES
			2.4 PLANNING PERFORMANCE DOMAIN
				2.4.1 PLANNING OVERVIEW
				2.4.2 PLANNING VARIABLES
					2.4.2.1 Delivery
					2.4.2.2 Estimating
					2.4.2.3 Schedules
					2.4.2.4 Budget
				2.4.3 PROJECT TEAM COMPOSITION AND STRUCTURE
				2.4.4 COMMUNICATION
				2.4.5 PHYSICAL RESOURCES
				2.4.6 PROCUREMENT
				2.4.7 CHANGES
				2.4.8 METRICS
				2.4.9 ALIGNMENT
				2.4.10 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS
				2.4.11 CHECKING RESULTS
			2.5 PROJECT WORK PERFORMANCE DOMAIN
				2.5.1 PROJECT PROCESSES
				2.5.2 BALANCING COMPETING CONSTRAINTS
				2.5.3 MAINTAINING PROJECT TEAM FOCUS
				2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT
				2.5.5 MANAGING PHYSICAL RESOURCES
				2.5.6 WORKING WITH PROCUREMENTS
					2.5.6.1 The Bid Process
					2.5.6.2 Contracting
				2.5.7 MONITORING NEW WORK AND CHANGES
				2.5.8 LEARNING THROUGHOUT THE PROJECT
					2.5.8.1 Knowledge Management
					2.5.8.2 Explicit and Tacit Knowledge
				2.5.9 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS
				2.5.10 CHECKING RESULTS
			2.6 DELIVERY PERFORMANCE DOMAIN
				2.6.1 DELIVERY OF VALUE
				2.6.2 DELIVERABLES
					2.6.2.1 Requirements
					2.6.2.2 Scope Definition
					2.6.2.3 Moving Targets of Completion
				2.6.3 QUALITY
					2.6.3.1 Cost of Quality
					2.6.3.2 Cost of Change
				2.6.4 SUBOPTIMAL OUTCOMES
				2.6.5 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS
				2.6.6 CHECKING RESULTS
			2.7 MEASUREMENT PERFORMANCE DOMAIN
				2.7.1 ESTABLISHING EFFECTIVE MEASURES
					2.7.1.1 Key Performance Indicators
					2.7.1.2 Effective Metrics
				2.7.2 WHAT TO MEASURE
					2.7.2.1 Deliverable Metrics
					2.7.2.2 Delivery
					2.7.2.3 Baseline Performance
					2.7.2.4 Resources
					2.7.2.5 Business Value
					2.7.2.6 Stakeholders
					2.7.2.7 Forecasts
				2.7.3 PRESENTING INFORMATION
					2.7.3.1 Dashboards
					2.7.3.2 Information Radiators
					2.7.3.3 Visual Controls
				2.7.4 MEASUREMENT PITFALLS
				2.7.5 TROUBLESHOOTING PERFORMANCE
				2.7.6 GROWING AND IMPROVING
				2.7.7 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS
				2.7.8 CHECKING RESULTS
			2.8 UNCERTAINTY PERFORMANCE DOMAIN
				2.8.1 GENERAL UNCERTAINTY
				2.8.2 AMBIGUITY
				2.8.3 COMPLEXITY
					2.8.3.1 Systems-Based
					2.8.3.2 Reframing
					2.8.3.3 Process-Based
				2.8.4 VOLATILITY
				2.8.5 RISK
					2.8.5.1 Threats
					2.8.5.2 Opportunities
					2.8.5.3 Management and Contingency Reserve
					2.8.5.4 Risk Review
				2.8.6 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS
				2.8.7 CHECKING RESULTS
		Chapter 3: Tailoring
			3.1 OVERVIEW
			3.2 WHY TAILOR?
			3.3 WHAT TO TAILOR
				3.3.1 LIFE CYCLE AND DEVELOPMENT APPROACH SELECTION
				3.3.2 PROCESSES
				3.3.3 ENGAGEMENT
				3.3.4 TOOLS
				3.3.5 METHODS AND ARTIFACTS
			3.4 THE TAILORING PROCESS
				3.4.1 SELECT INITIAL DEVELOPMENT APPROACH
				3.4.2 TAILOR FOR THE ORGANIZATION
				3.4.3 TAILOR FOR THE PROJECT
					3.4.3.1 Product/Deliverable
					3.4.3.2 Project Team
					3.4.3.3 Culture
					3.4.3.4 Implement Ongoing Improvement
			3.5 TAILORING THE PERFORMANCE DOMAINS
				3.5.1 STAKEHOLDERS
				3.5.2 PROJECT TEAM
				3.5.3 DEVELOPMENT APPROACH AND LIFE CYCLE
				3.5.4 PLANNING
				3.5.5 PROJECT WORK
				3.5.6 DELIVERY
				3.5.7 UNCERTAINTY
				3.5.8 MEASUREMENT
			3.6 DIAGNOSTICS
			3.7 SUMMARY
		Chapter 4: Models, Methods, and Artifacts
			4.1 OVERVIEW
			4.2 COMMONLY USED MODELS
				4.2.1 SITUATIONAL LEADERSHIP MODELS
					4.2.1.1 Situational Leadership® II
					4.2.1.2 OSCAR Model
				4.2.2 COMMUNICATION MODELS
					4.2.2.1 Cross-Cultural Communication
					4.2.2.2 Effectiveness of Communication Channels
					4.2.2.3 Gulf of Execution and Evaluation
				4.2.3 MOTIVATION MODELS
					4.2.3.1 Hygiene and Motivational Factors
					4.2.3.2 Intrinsic versus Extrinsic Motivation
					4.2.3.3 Theory of Needs
					4.2.3.4 Theory X, Theory Y, and Theory Z
				4.2.4 CHANGE MODELS
					4.2.4.1 Managing Change in Organizations
					4.2.4.2 ADKAR® Model
					4.2.4.3 The 8-Step Process for Leading Change
					4.2.4.4 Virginia Satir Change Model
					4.2.4.5 Transition Model
				4.2.5 COMPLEXITY MODELS
					4.2.5.1 Cynefin Framework
					4.2.5.2 Stacey Matrix
				4.2.6 PROJECT TEAM DEVELOPMENT MODELS
					4.2.6.1 Tuckman Ladder
					4.2.6.2 Drexler/Sibbet Team Performance Model
				4.2.7 OTHER MODELS
					4.2.7.1 Conflict Model
					4.2.7.2 Negotiation
					4.2.7.3 Planning
					4.2.7.4 Process Groups
					4.2.7.5 Salience Model
			4.3 MODELS APPLIED ACROSS PERFORMANCE DOMAINS
			4.4 COMMONLY USED METHODS
				4.4.1 DATA GATHERING AND ANALYSIS
				4.4.2 ESTIMATING
				4.4.3 MEETINGS AND EVENTS
				4.4.4 OTHER METHODS
			4.5 METHODS APPLIED ACROSS PERFORMANCE DOMAINS
			4.6 COMMONLY USED ARTIFACTS
				4.6.1 STRATEGY ARTIFACTS
				4.6.2 LOGS AND REGISTERS
				4.6.3 PLANS
				4.6.4 HIERARCHY CHARTS
				4.6.5 BASELINES
				4.6.6 VISUAL DATA AND INFORMATION
				4.6.7 REPORTS
				4.6.8 AGREEMENTS AND CONTRACTS
				4.6.9 OTHER ARTIFACTS
			4.7 ARTIFACTS APPLIED ACROSS PERFORMANCE DOMAINS
			REFERENCES
		Appendix X1 Contributors and Reviewers of The Standard for Project Management and A Guide to the Project Management Body of Knowledge – Seventh Edition
			X1.1 CONTRIBUTORS
			X1.2 PMI STAFF
		Appendix X2 Sponsor
			X2.1 INTRODUCTION
			X2.2 THE SPONSOR ROLE
			X2.3 LACK OF ENGAGEMENT
			X2.4 SPONSOR BEHAVIORS
			X2.5 CONCLUSION
			X2.6 SUGGESTED RESOURCES
		Appendix X3 The Project Management Office
			X3.1 INTRODUCTION
			X3.2 THE PMO VALUE PROPOSITION—WHY HAVE ONE?
			X3.3 KEY PMO CAPABILITIES
			X3.4 EVOLVING FOR STRONGER BENEFITS REALIZATION
			X3.5 LEARN MORE ABOUT PMOS
			X3.6 SUGGESTED RESOURCES
		Appendix X4 Product
			X4.1 INTRODUCTION
			X4.2 GLOBAL MARKET SHIFTS
			X4.3 IMPACT ON PROJECT DELIVERY PRACTICES
			X4.4 ORGANIZATIONAL CONSIDERATIONSFOR PRODUCT MANAGEMENT
			X4.5 SUMMARY
			X4.6 SUGGESTED RESOURCES
		Appendix X5 Research and Development for The Standard for Project Management
			X5.1 INTRODUCTION
			X5.2 THE MOVE TO A PRINCIPLE-BASED STANDARD
			X5.3 RESEARCH FOR THE STANDARD FOR PROJECT MANAGEMENT
			X5.4 STANDARD DEVELOPMENT PROCESS
				X5.4.1 DEVELOPMENT AND REVIEW TEAMS
				X5.4.2 CONTENT
			X5.5 VALIDATING THE STANDARD
				X5.5.1 GLOBAL WORKSHOPS
				X5.5.2 ITERATIVE DEVELOPMENT
				X5.5.3 EXPOSURE DRAFT
			X5.6 SUMMARY
		Glossary
			1. INCLUSIONS AND EXCLUSIONS
			2. COMMON ACRONYMS
			3. DEFINITIONS
		Index
	PMBOK® Guide – Seventh Edition AND The Standard for Project Management