PMBOK Guide Sixth Edition Summary Notes

PROJECT INTEGRATION MANAGEMENT

• Overview: Unifies processes and activities across the project lifecycle. Accountability rests solely with the project manager.

• Develop Project Charter: Formally authorizes the project and grants authority to the project manager. Inputs include business documents (Business Case, Benefits Management Plan) and agreements.

• Develop Project Management Plan: Consolidates subsidiary plans into a baseline. Once baselined, changes require formal change control.

• Direct and Manage Project Work: Leading the execution of activities and implementing approved changes.

• Manage Project Knowledge: Leveraging existing and creating new knowledge. Distinguishes between explicit knowledge (codified) and tacit knowledge (personal/context-based).

• Monitor and Control Project Work: Tracking progress against performance objectives via data analysis (Trend, Variance, Root Cause).

• Perform Integrated Change Control: Reviewing, approving, and managing changes to deliverables and documents. Often utilizes a Change Control Board (CCB).

• Close Project or Phase: Finalizing all activities, archiving information, and releasing resources.

PROJECT SCOPE MANAGEMENT

• Scope Definition: Includes Product Scope (features/functions) and Project Scope (work to deliver features).

• Collect Requirements: Determining stakeholder needs. Uses tools like Context Diagrams and Prototyping.

• Create WBS: Hierarchical decomposition of total work into Work Packages. Follows the $100\%$ rule (total work at lower levels rolls up to the top).

• Scope Baseline: Consists of the Project Scope Statement, WBS, and WBS Dictionary.

• Validate Scope: Formal acceptance of completed deliverables by the customer.

• Control Scope: Monitoring status and managing changes to prevent Scope Creep.

PROJECT SCHEDULE MANAGEMENT

• Precedence Diagramming Method (PDM): Links activities via four relationships: FS, FF, SS, SF.

• Estimating Durations: Uses Analogous (top-down), Parametric (statistical), or Three-Point Estimating (Triangular: $t<em>E = (t</em>O + t<em>M + t</em>P) / 3$).

• Critical Path Method (CPM): Identifies the longest path with zero total float, determining the minimum project duration.

• Schedule Compression:

  • Crashing: Adding resources to shorten duration for least incremental cost.

  • Fast Tracking: Performing sequential activities in parallel.

PROJECT COST MANAGEMENT

• Earned Value Management (EVM):

  • Planned Value (PV): Budget for scheduled work.

  • Earned Value (EV): Value of work actually performed.

  • Actual Cost (AC): Cost incurred for work performed.

  • Variances: $CV = EV - AC$; $SV = EV - PV$.

  • Indices: $CPI = EV / AC$; $SPI = EV / PV$.

• Estimate at Completion (EAC): Forecasting the total cost based on current performance (e.g., $EAC = BAC / CPI$).

• Cost Baseline: Time-phased project budget excluding management reserves.

PROJECT QUALITY MANAGEMENT

• Core Concept: Prevention is preferred over inspection. Quality (conformance) vs. Grade (technical characteristics).

• Manage Quality: Translating the plan into executable activities (Quality Assurance).

• Control Quality: Verifying deliverables meet standards. Uses Control Charts, Check Sheets, and Statistical Sampling.

• Cost of Quality (COQ): Conformance costs (Prevention, Appraisal) vs. Nonconformance costs (Internal/External Failure).

PROJECT RESOURCE MANAGEMENT

• Team Development: Following the Tuckman Ladder (Forming, Storming, Norming, Performing, Adjourning).

• Conflict Management: Five techniques: Withdraw, Smooth, Compromise, Force, and Collaborate.

• Responsibility Assignment Matrix (RAM): Often represented as a RACI chart (Responsible, Accountable, Consult, Inform).

PROJECT RISK MANAGEMENT

• Identify Risks: Finding individual and overall project risks.

• Qualitative Analysis: Prioritizing risks via Probability and Impact Matrix.

• Quantitative Analysis: Numerical modeling using Monte Carlo Simulation, Decision Trees, and Tornado Diagrams.

• Strategies for Threats: Escalate, Avoid, Transfer, Mitigate, Accept.

• Strategies for Opportunities: Escalate, Exploit, Share, Enhance, Accept.

PROJECT PROCUREMENT MANAGEMENT

• Contract Types:

  • Fixed-Price: Firm Fixed Price (FFP), Incentive Fee (FPIF).

  • Cost-Reimbursable: CPFF, CPIF, CPAF.

  • Hybrid: Time and Material (T&M).

• Source Selection: Criteria include capability, cost, and technical expertise.

PROJECT STAKEHOLDER MANAGEMENT

• Engagement Levels: Unaware, Resistant, Neutral, Supportive, Leading.

• Stakeholder Analysis: Categorizing by Power, Interest, Influence, or Impact using grids or the Salience Model.