Admin مدير المنتدى
عدد المساهمات : 18956 التقييم : 35374 تاريخ التسجيل : 01/07/2009 الدولة : مصر العمل : مدير منتدى هندسة الإنتاج والتصميم الميكانيكى
| موضوع: كتاب A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition الثلاثاء 13 فبراير 2024, 2:32 am | |
|
أخواني في الله أحضرت لكم كتاب A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition THE STANDARD FOR PROJECT MANAGEMENT AND A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE
و المحتوى كما يلي :
Table of Contents THE STANDARD FOR PROJECT MANAGEMENT 1 INTRODUCTION 1.1 Purpose of The Standard for Project Management 1.2 Key Terms and Concepts 1.3 Audience for this Standard 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 Feedback 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 172.4.1 Internal Environment 2.4.2 External Environment 2.5 Product Management Considerations 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 18A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK GUIDE) 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+ 2. PROJECT PERFORMANCE DOMAINS 2.1 Stakeholder Performance Domain 2.1.1 Stakeholder Engagement 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 2.2.2 Project Team Culture 2.2.3 High-Performing Project Teams 2.2.4 Leadership 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 192.3.3 Development Approaches 2.3.4 Considerations for Selecting a Development Approach 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 2.4.3 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 2.5.7 Monitoring New Work and Changes 202.5.8 Learning throughout the Project 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 2.6.3 Quality 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 2.7.2 What to Measure 2.7.3 Presenting Information 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 2.8.4 Volatility 2.8.5 Risk 2.8.6 Interactions with Other Performance Domains 2.8.7 Checking Results 213. 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 3.5 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 4. MODELS, METHODS, AND ARTIFACTS 4.1 Overview 4.2 Commonly Used Models 224.2.1 Situational Leadership Models 4.2.2 Communication Models 4.2.3 Motivation Models 4.2.4 Change Models 4.2.5 Complexity Models 4.2.6 Project Team Development Models 4.2.7 Other Models 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 23CONTRIBUTORS 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 24X4.4 Organizational Considerations for 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 X5.5 Validating the Standard X5.6 Summary GLOSSARY 1. Inclusions and Exclusions 2. Common Acronyms 3. Definitions 25List of Figures and Tables THE STANDARD FOR PROJECT MANAGEMENT Figure 2-1. Example of a System for Value Delivery Figure 2-2. Components of a Sample System for Value Delivery Figure 2-3. Example of Information Flow Figure 2-4. Sample Product Life Cycle Figure 3-1. Overlap of Project Management and General Management Principles Figure 3-2. Be a Diligent, Respectful, and Caring Steward Figure 3-3. Create a Collaborative Project Team Environment Figure 3-4. Effectively Engage with Stakeholders Figure 3-5. Focus on Value Figure 3-6. Recognize, Evaluate, and Respond to System Interactions Figure 3-7. Demonstrate Leadership Behaviors Figure 3-8. Tailor Based on Context Figure 3-9. Build Quality into Processes and Deliverables Figure 3-10. Navigate Complexity 26Figure 3-11. Optimize Risk Responses Figure 3-12. Embrace Adaptability and Resiliency Figure 3-13. Enable Change to Achieve the Envisioned Future State 27A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK GUIDE) Figure 1-1. Relationship between Project Management Principles and Project Performance Domains Figure 2-1. Stakeholder Performance Domain Figure 2-2. Examples of Project Stakeholders Figure 2-3. Navigating Effective Stakeholder Engagement Figure 2-4. Team Performance Domain Figure 2-5. Components of Emotional Intelligence Figure 2-6. Development Approach and Life Cycle Performance Domain Figure 2-7. Development Approaches Figure 2-8. Iterative and Incremental Development Figure 2-9. Sample Predictive Life Cycle Figure 2-10. Life Cycle with an Incremental Development Approach Figure 2-11. Life Cycle with Adaptive Development Approach Figure 2-12. Community Center Life Cycle Figure 2-13. Planning Performance Domain Figure 2-14. Estimate Range Decreases over Time Figure 2-15. Low Accuracy, High Precision Figure 2-16. Fast Tracking Examples Figure 2-17. Release and Iteration Plan Figure 2-18. Budget Build Up 28Figure 2-19. Project Work Performance Domain Figure 2-20. Delivery Performance Domain Figure 2-21. Scenario for Developing a Smart Watch Figure 2-22. Cost of Change Curve Figure 2-23. Measurement Performance Domain Figure 2-24. Earned Value Analysis Showing Schedule and Cost Variance Figure 2-25. Mood Board Figure 2-26. Forecast of Estimate at Completion and Estimate to Complete Figure 2-27. Dashboard Example Figure 2-28. Information Radiator Figure 2-29. Task Board or Kanban Board Figure 2-30. Burnup Chart Figure 2-31. Planned and Actual Spend Rates Figure 2-32. Uncertainty Performance Domain Figure 2-33. Risk Reduction over Time Figure 2-34. Risk-Adjusted ROI Curve Figure 3-1. Details of the Steps in the Tailoring Process Figure 3-2. Selecting the Initial Development Approach Figure 3-3. Tailoring the Approach for the Organization Figure 3-4. Assessing the Organizational and Project Factors When Tailoring Figure 3-5. Tailoring the Approach for the Project Figure 3-6. Implement Ongoing Improvement Figure 3-7. The Tailoring Process 29Figure 3-8. Tailoring to Fit the Project Context Figure 4-1. Tailoring to Fit the Project Context and Environment Figure X4-1. Global Business Trends Influencing the Management of Products Figure X4-2. The Changing Relationship Between an Organization and Its Customers Figure X4-3. Supporting Strategies for Continuous Value Delivery Table 2-1. Types of Communication Table 2-2. Checking Outcomes—Stakeholder Performance Domain Table 2-3. Checking Outcomes—Team Performance Domain Table 2-4. Delivery Cadence and Development Approach Table 2-5. Checking Outcomes—Development Approach and Life Cycle Performance Domain Table 2-6. Checking Outcomes—Planning Performance Domain Table 2-7. Checking Outcomes—Project Work Performance Domain Table 2-8. Checking Outcomes—Delivery Performance Domain Table 2-9. Checking Outcomes—Measurement Performance Domain Table 2-10. Checking Outcomes—Uncertainty Performance Domain 30Table 3-1. Common Situations and Tailoring Suggestions Table 4-1. Mapping of Models Likely to Be Used in Each Performance Domain Table 4-2. Mapping of Methods Likely to Be Used in Each Performance Domain Table 4-3. Mapping of Artifacts Likely to Be Used in Each Performance Domain Table X4-1. Views of Project and Product Management Table X4-2. Unique Characteristics of Projects, Programs, and Products Glossary 1. INCLUSIONS AND EXCLUSIONS This combined glossary includes definitions of terms and acronyms from the following: The Standard for Project Management A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition This glossary includes terms that are: Unique or nearly unique to project management (e.g., minimum viable product, work breakdown structure, Gantt chart), and Not unique to project management but used differently or with a narrower meaning in project management than in general everyday usage (e.g., release planning, contingency reserve). This glossary generally does not include: Application-area-specific terms, Terms used in project management that do not differ in any material way from everyday use (e.g., calendar day, delay), Compound terms whose meanings are clear from the meanings of the component parts, Variants when the meaning of the variant is clear from the base term, and Terms that are used only once and are not critical to understanding the point of the sentence. This can include a list of examples that would not have each term defined in the glossary. 3032. COMMON ACRONYMS AC actual cost BAC budget at completion CCB change control board CFD cumulative flow diagram COQ cost of quality CPAF cost plus award fee CPFF cost plus fixed fee CPI cost performance index CPIF cost plus incentive fee CPM critical path method CV cost variance DoD definition of done EAC estimate at completion EEF enterprise environmental factors EMV expected monetary value ETC estimate to complete EV earned value EVA earned value analysis FFP firm fixed price FPEPA fixed price with economic price adjustment FPIF fixed price incentive fee IDIQ indefinite delivery indefinite quantity LCA life cycle assessment MVP minimum viable product NPS Net Promotor Score OBS organizational breakdown structure OPA organizational process assets PMB performance measurement baseline PMBOK Project Management Body of Knowledge PMO project management office PV planned value RAM responsibility assignment matrix RBS risk breakdown structure SOW statement of work SPI schedule performance index 304SV schedule variance SWOT strengths, weaknesses, opportunities, and threats T&M time and materials contract VAC variance at completion VDO value delivery office WBS work breakdown structure 3. DEFINITIONS Many of the words defined here have broader, and in some cases, different dictionary definitions. In some cases, a single glossary term consists of multiple words (e.g., root cause analysis). Acceptance Criteria. A set of conditions that is required to be met before deliverables are accepted. Accuracy. Within the quality management system, accuracy is an assessment of correctness. Activity List. A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed. Actual Cost (AC). The realized cost incurred for the work performed on an activity during a specific time period. Adaptive Approach. A development approach in which the requirements are subject to a high level of uncertainty and volatility and are likely to change throughout the project. Affinity Diagram. A diagram that shows large numbers of ideas classified into groups for review and analysis. Affinity Grouping. The process of classifying items into similar categories or collections on the basis of their likeness. Agile. A term used to describe a mindset of values and principles as set forth in the Agile Manifesto. Alternatives Analysis. A method used to evaluate identified options in order to select the options or approaches to use to perform the work of the project. Ambiguity. A state of being unclear, having difficulty in identifying the cause of events, or having multiple options from which to choose. 305Analogous Estimating. A method for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Artifact. A template, document, output, or project deliverable. Assumption. A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration. Assumption and Constraint Analysis. An assessment that ensures assumptions and constraints are integrated into the project plans and documents, and that there is consistency among them. Assumption Log. A project document used to record all assumptions and constraints throughout the project. Authority. The right to apply project resources, expend funds, make decisions, or give approvals. Backlog. An ordered list of work to be done. Backlog Refinement. Progressive elaboration of the content in the backlog and (re)prioritization of it to identify the work that can be accomplished in an upcoming iteration. Baseline. The approved version of a work product, used as a basis for comparison to actual results. Basis of Estimates. Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels. Benchmarking. The comparison of actual or planned products, processes, and practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance. Benefits Management Plan. The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project or program. Bid Documents. All documents used to solicit information, quotations, or proposals from prospective sellers. Bidder Conference. The meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement. Also known as contractor conferences, vendor conferences, or pre-bid conferences. Blocker. See impediment. 306Budget. The approved estimate for the project or any work breakdown structure (WBS) component or any schedule activity. Budget at Completion (BAC). The sum of all budgets established for the work to be performed. Burn Chart. A graphical representation of the work remaining in a timebox or the work completed toward the release of a product or project deliverable. Business Case. A value proposition for a proposed project that may include financial and nonfinancial benefits. Business Model Canvas. A one-page, visual summary that describes the value proposition, infrastructure, customers, and finances. These are often used in Lean Startup situations. Business Value. The net quantifiable benefit derived from a business endeavor that may be tangible, intangible, or both. Cadence. A rhythm of activities conducted throughout the project. Cause-and-Effect Diagram. A visual representation that helps trace an undesirable effect back to its root cause. Change. A modification to any formally controlled deliverable, project management plan component, or project document. Change Control. A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected. Change Control Board (CCB). A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. Change Control Plan. A component of the project management plan that establishes the change control board, documents the extent of its authority, and describes how the change control system will be implemented. Change Control System. A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled. Change Log. A comprehensive list of changes submitted during the project and their current status. Change Management. A comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state with intended business benefits. 307Change Request. A formal proposal to modify a document, deliverable, or baseline. Charter. See project charter. Check Sheet. A tally sheet that can be used as a checklist when gathering data. Closing Process Group. The process(es) performed to formally complete or close a project, phase, or contract. Communications Management Plan. A component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated. Complexity. A characteristic of a program or project or its environment that is difficult to manage due to human behavior, system behavior, and ambiguity. Confirmation Bias. A type of cognitive bias that confirms preexisting beliefs or hypotheses. Conformance. The degree to which the results meet the set quality requirements. Constraint. A limiting factor that affects the execution of a project, program, portfolio, or process. Contingency. An event or occurrence that could affect the execution of the project, which may be accounted for with a reserve. Contingency Reserve. Time or money allocated in the schedule or cost baseline for known risks with active response strategies. Continuous Delivery. The practice of delivering feature increments immediately to customers, often through the use of small batches of work and automation technology. Contract. A mutually binding agreement that obligates the seller to provide the specified product, service, or result and obligates the buyer to pay for it. Control. The process of comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed. Control Chart. A graphic display of process data over time and against established control limits, which has a centerline that assists in detecting a trend of plotted values toward either control limit. Cost Baseline. The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results. Cost-Benefit Analysis. A financial analysis method used to determine the benefits 308provided by a project against its costs. Cost Management Plan. A component of a project or program management plan that describes how costs will be planned, structured, and controlled. Cost of Quality (COQ). All costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraisal of the product or service for conformance to requirements, and failure to meet requirements. Cost Performance Index (CPI). A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost. Cost Plus Award Fee Contract (CPAF). A category of contract that involves payments to the seller for all legitimate actual costs incurred for completed work, plus an award fee representing seller profit. Cost Plus Fixed Fee Contract (CPFF). A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee). Cost Plus Incentive Fee Contract (CPIF). A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract), and the seller earns its profit if it meets defined performance criteria. Cost-Reimbursable Contract. A type of contract involving payment to the seller for the seller's actual costs, plus a fee typically representing the seller's profit. Cost Variance (CV). The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost. Crashing. A method used to shorten the schedule duration for the least incremental cost by adding resources. Criteria. Standards, rules, or tests on which a judgment or decision can be based or by which a product, service, result, or process can be evaluated. Critical Path. The sequence of activities that represents the longest path through a project, which determines the shortest possible duration. Critical Path Method (CPM). A method used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model. Cumulative Flow Diagram (CFD). A chart indicating features completed over time, features in other states of development, and those in the backlog. Cycle Time. The total elapsed time from the start of a particular activity or work item 309to its completion. Cycle Time Chart. A diagram that shows the average cycle time of the work items completed over time. Daily Standup. A brief, daily collaboration meeting in which the team reviews progress from the previous day, declares intentions for the current day, and highlights any obstacles encountered or anticipated. Dashboard. A set of charts and graphs showing progress or performance against important measures of the project. Data Gathering and Analysis Methods. Methods used to collect, assess, and evaluate data and information to gain a deeper understanding of a situation. Decision Tree Analysis. A diagramming and calculation method for evaluating the implications of a chain of multiple options in the presence of uncertainty. Decomposition. A method used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. Definition of Done (DoD). A checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use. Deliverable. Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. Delivery Performance Domain. The performance domain that addresses activities and functions associated with delivering the scope and quality that the project was undertaken to achieve. Development Approach. A method used to create and evolve the product, service, or result during the project life cycle, such as a predictive, iterative, incremental, agile, or hybrid method. Development Approach and Life Cycle Performance Domain. The performance domain that addresses activities and functions associated with the development approach, cadence, and life cycle phases of the project. DevOps. A collection of practices for creating a smooth flow of deliveries by improving collaboration between development and operations staff. Digital Product. A product or service that is delivered, used, and stored in an electronic format. Discretionary Dependency. A relationship that is based on best practices or project preferences. 310Duration. The total number of work periods required to complete an activity or work breakdown structure component, expressed in hours, days, or weeks. Contrast with effort. Earned Value (EV). The measure of work performed expressed in terms of the budget authorized for that work. Earned Value Analysis (EVA). An analysis method that uses a set of measures associated with scope, schedule, and cost to determine the cost and schedule performance of a project. Effort. The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks. Contrast with duration. Emotional Intelligence. The ability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people. Enterprise Environmental Factors (EEF). Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio. Epic. A large, related body of work intended to hierarchically organize a set of requirements and deliver specific business outcomes. Estimate. A quantitative assessment of the likely amount or outcome of a variable, such as project costs, resources, effort, or durations. Estimate at Completion (EAC). The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete. Estimate to Complete (ETC). The expected cost to finish all the remaining project work. Estimating Methods. Methods used to develop an approximation of work, time, or cost on a project. Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project requirements. Expected Monetary Value (EMV). The estimated value of an outcome expressed in monetary terms. Explicit Knowledge. Knowledge that can be codified using symbols such as words, numbers, and pictures. External Dependency. A relationship between project activities and non-project 311activities. Fast Tracking. A schedule compression method in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. Feature. A set of related requirements or functionalities that provides value to an organization. Firm Fixed Price Contract (FFP). A type of fixed-price contract where the buyer pays the seller a set amount (as defined by the contract), regardless of the seller's costs. Fixed Duration. A type of activity where the length of time required to complete the activity remains constant regardless of the number of people or resources assigned to the activity. Fixed-Price Contract. An agreement that sets the fee that will be paid for a defined scope of work regardless of the cost or effort to deliver it. Fixed Price Incentive Fee Contract (FPIF). A type of contract where the buyer pays the seller a set amount (as defined by the contract), and the seller can earn an additional amount if the seller meets defined performance criteria. Fixed Price with Economic Price Adjustment Contract (FPEPA). A fixed-price contract, but with a special provision allowing for predefined final adjustments to the contract price due to changed conditions, such as inflation changes, or cost increases (or decreases) for specific commodities. Flow. The measure of how efficiently work moves through a given process or framework. Flowchart. The depiction in a diagram format of the inputs, process actions, and outputs of one or more processes within a system. Forecast. An estimate or prediction of conditions and events in the project's future based on information and knowledge available at the time of the forecast. Function Point. An estimate of the amount of business functionality in an information system, used to calculate the functional size measurement of a software system. Gantt Chart. A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates. Governance. The framework for directing and enabling an organization through its 312established policies, practices, and other relevant documentation. Grade. A category or rank used to distinguish items that have the same functional use but do not share the same requirements for quality. Hierarchy Chart. A chart that begins with high-level information that is progressively decomposed into lower levels of detail. Histogram. A bar chart that shows the graphical representation of numerical data. Hybrid Approach. A combination of two or more agile and nonagile elements, having a nonagile end result. Impact Mapping. A strategic planning method that serves as a visual roadmap for the organization during product development. Impediment. An obstacle that prevents the team from achieving its objectives. Also known as a blocker. Incremental Approach. An adaptive development approach in which the deliverable is produced successively, adding functionality until the deliverable contains the necessary and sufficient capability to be considered complete. Indefinite Delivery Indefinite Quantity (IDIQ). A contract that provides for an indefinite quantity of goods or services, with a stated lower and upper limit, within a fixed time period. Influence Diagram. A graphical representation of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes. Information Radiator. A visible, physical display that provides information to the rest of the organization, enabling timely knowledge sharing. Initiating Process Group. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Internal Dependency. A relationship between two or more project activities. Interpersonal Skills. Skills used to establish and maintain relationships with other people. Issue. A current condition or situation that may have an impact on the project objectives. Issue Log. A project document where information about issues is recorded and monitored. 313Iteration. A timeboxed cycle of development on a product or deliverable in which all of the work that is needed to deliver value is performed. Iteration Plan. A detailed plan for the current iteration. Iteration Planning. A meeting to clarify the details of the backlog items, acceptance criteria, and work effort required to meet an upcoming iteration commitment. Iteration Review. A meeting held at the end of an iteration to demonstrate the work that was accomplished during the iteration. Iterative Approach. A development approach that focuses on an initial, simplified implementation then progressively elaborates adding to the feature set until the final deliverable is complete. Kanban Board. A visualization tool that shows work in progress to help identify bottlenecks and overcommitments, thereby allowing the team to optimize the workflow. Kickoff Meeting. A gathering of team members and other key stakeholders at the outset of a project to formally set expectations, gain a common understanding, and commence work. Knowledge. A mixture of experience, values and beliefs, contextual information, intuition, and insight that people use to make sense of new experiences and information. Lag. The amount of time whereby a successor activity will be delayed with respect to a predecessor activity. Last Responsible Moment. The concept of deferring a decision to allow the team to consider multiple options until the cost of further delay would exceed the benefit. Lead. The amount of time whereby a successor activity can be advanced with respect to a predecessor activity. Lead Time. The time between a customer request and the actual delivery. Lead Time Chart. A diagram showing the trend over time of the average lead time of the items completed in work. Lean Startup Canvas. A one-page template designed to communicate a business plan with key stakeholders in an efficient and effective manner. Lessons Learned. The knowledge gained during a project, which shows how project events were addressed or should be addressed in the future, for the purpose of improving future performance. 314Lessons Learned Register. A project document used to record knowledge gained during a project, phase, or iteration so that it can be used to improve future performance for the team and the organization. Life Cycle. See project life cycle. Life Cycle Assessment (LCA). A tool used to evaluate the total environmental impact of a product, process, or system. Log. A document used to record and describe or denote selected items identified during execution of a process or activity. Usually used with a modifier, such as issue, change, or assumption. Make-or-Buy Analysis. The process of gathering and organizing data about product requirements and analyzing them against available alternatives including the purchase or internal manufacture of the product. Management Reserve. An amount of the project budget or project schedule held outside of the performance measurement baseline for management control purposes that is reserved for unforeseen work that is within the project scope. Mandatory Dependency. A relationship that is contractually required or inherent in the nature of the work. Measurement Performance Domain. The performance domain that addresses activities and functions associated with assessing project performance and taking appropriate actions to maintain acceptable performance. Measures of Performance. Measures that characterize physical or functional attributes relating to system operation. Method. A means for achieving an outcome, output, result, or project deliverable. Methodology. A system of practices, techniques, procedures, and rules used by those who work in a discipline. Metric. A description of a project or product attribute and how to measure it. Milestone. A significant point or event in a project, program, or portfolio. Milestone Schedule. A type of schedule that presents milestones with planned dates. Minimum Viable Product (MVP). A concept used to define the scope of the first release of a solution to customers by identifying the fewest number of features or requirements that would deliver value. Modeling. Creating simplified representations of systems, solutions, or deliverables, such as prototypes, diagrams, or storyboards. 315Monitor. Collect project performance data, produce performance measures, and report and disseminate performance information. Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate corresponding changes. Monte Carlo Simulation. A method of identifying the potential impacts of risk and uncertainty using multiple iterations of a computer model to develop a probability distribution of a range of outcomes that could result from a decision or course of action. Mood Chart. A visualization chart for tracking moods or reactions to identify areas for improvement. Multipoint Estimating. A method used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates. Net Promoter Score. An index that measures the willingness of customers to recommend an organization's products or services to others. Network Path. A sequence of activities connected by logical relationships in a project schedule network diagram. Objective. Something toward which work is to be directed, a strategic position to be attained, a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed. Opportunity. A risk that would have a positive effect on one or more project objectives. Organizational Breakdown Structure (OBS). A hierarchical representation of the project organization, which illustrates the relationship between project activities and the organizational units that will perform those activities. Organizational Process Assets (OPA). Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization. Osmotic Communication. Means of receiving information without direct communication by overhearing and through nonverbal cues. Outcome. An end result or consequence of a process or project. Parametric Estimating. An estimating method in which an algorithm is used to calculate cost or duration based on historical data and project parameters. Performance Measurement Baseline (PMB). Integrated scope, schedule, and cost 316baselines used for comparison to manage, measure, and control project execution. Phase Gate. A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program. Plan. A proposed means of accomplishing something. Planned Value (PV). The authorized budget assigned to scheduled work. Planning Performance Domain. The performance domain that addresses activities and functions associated with the initial, ongoing, and evolving organization and coordination necessary for delivering project deliverables and results. Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. Portfolio. Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. Portfolio Management. The centralized management of one or more portfolios to achieve strategic objectives. Precision. Within the quality management system, precision is an assessment of exactness. Predictive Approach. A development approach in which the project scope, time, and cost are determined in the early phases of the life cycle. Prioritization Matrix. A scatter diagram that plots effort against value so as to classify items by priority. Prioritization Schema. Methods used to prioritize portfolio, program, or project components, as well as requirements, risks, features, or other product information. Probabilistic Estimating. A method used to develop a range of estimates along with the associated probabilities within that range. Probability and Impact Matrix. A grid for mapping the probability of occurrence of each risk and its impact on project objectives if that risk occurs. Procurement Management Plan. A component of the project or program management plan that describes how a project team will acquire goods and services from outside of the performing organization. Product. An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Product Breakdown Structure. A hierarchical structure reflecting a product's 317components and deliverables. Product Life Cycle. A series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement. Product Management. The integration of people, data, processes, and business systems to create, maintain, and evolve a product or service throughout its life cycle. Product Owner. A person responsible for maximizing the value of the product and accountable for the end product. Product Scope. The features and functions that characterize a product, service, or result. Program. Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually.
كلمة سر فك الضغط : books-world.net The Unzip Password : books-world.net أتمنى أن تستفيدوا من محتوى الموضوع وأن ينال إعجابكم رابط من موقع عالم الكتب لتنزيل كتاب A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition رابط مباشر لتنزيل كتاب A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition
|
|