Table of Contents

1INTRODUCTION

1.1Project Management

1.1.1 Importance of Project Management

1.1.2 Foundational Elements

1.2Projects

1.2.1 Projects Drive Change

1.2.2 Projects Enable Business Value Creation

1.2.3 Contexts for Project Initiation

1.3Programs and Program Management

1.4Portfolios and Portfolio Management

1.5Relationship Among Portfolios, Programs, and Projects

1.6Organizational Project Management (OPM)

1.7Project Components and Considerations

1.7.1 Project and Development Life Cycles

1.7.2 Project Phase

1.7.3 Phase Gate

1.7.4 Project Management Processes

1.7.5 Project Management Process Groups

1.8Project Management Data and Information

1.9Tailoring

1.10 Benefits Management and Business Documents

1.11 Project Charter, Project Management Plan, and Project Documents

1.12 Project Success Measures

2THE PROJECT ENVIRONMENT

2.1Enterprise Environmental Factors

2.1.1 EEFs Internal to the Organization

2.1.2 EEFs External to the Organization

2.2Organizational Process Assets

2.2.1 Plans, Processes, and Documents

2.2.2 Organizational Knowledge Repositories

2.3Governance

2.3.1 Organizational Governance

2.3.2 Project Governance

2.4Management Elements

2.5Organizational Structures

2.5.1 Organizational Structure Types

2.5.2 Factors in Organizational Structure Selection

2.6Project Management Office

3ROLE OF THE PROJECT MANAGER

3.1The Project Manager's Sphere of Influence

3.1.1 The Project

3.1.2 The Organization

3.1.3 The Industry

3.1.4 Project Stakeholders

3.2Project Manager Competences

3.2.1 Ways of Working

3.2.2 Business Acumen

3.2.3 Power Skills

3.3Qualities and Skills of a Leader

3.3.1 Leadership Styles

3.3.2 Leadership Compared to Management

3.3.3 Politics, Power, and Getting Things Done

3.3.4 Personality

3.4Performing Integration

3.4.1 Performing Integration at the Process Level

3.4.2 Integration at the Cognitive Level

3.4.3 Integration at the Context Level

3.4.4 Integration and Complexity

4INITIATING PROCESS GROUP

4.1 Develop Project Charter

4.2 Identify Stakeholders

5PLANNING PROCESS GROUP

5.1 Develop Project Management Plan

5.2 Plan Scope Management

5.3 Collect Requirements

5.4 Define Scope

5.5 Create WBS

5.6 Plan Schedule Management

5.7 Define Activities

5.8 Sequence Activities

5.9 Estimate Activity Durations

5.10 Develop Schedule

5.11 Plan Cost Management

5.12 Estimate Costs

5.13 Determine Budget

5.14 Plan Quality Management

5.15 Plan Resource Management

5.16 Estimate Activity Resources

5.17 Plan Communications Management

5.18 Plan Risk Management

5.19 Identify Risks

5.20 Perform Qualitative Risk Analysis

5.21 Perform Quantitative Risk Analysis

5.22 Plan Risk Responses

5.23 Plan Procurement Management

5.24 Plan Stakeholder Engagement

6EXECUTING PROCESS GROUP

6.1 Direct and Manage Project Work

6.2 Manage Project Knowledge

6.3 Manage Quality

6.4 Acquire Resources

6.5 Develop Team

6.6 Manage Team

6.7 Manage Communications

6.8 Implement Risk Responses

6.9 Conduct Procurements

6.10 Manage Stakeholder Engagement

7MONITORING AND CONTROLLING PROCESS GROUP

7.1 Monitor and Control Project Work

7.2 Perform Integrated Change Control

7.3 Validate Scope

7.4 Control Scope

7.5 Control Schedule

7.6 Control Costs

7.7 Control Quality

7.8 Control Resources

7.9 Monitor Communications

7.10 Monitor Risks

7.11 Control Procurements

7.12 Monitor Stakeholder Engagement

8CLOSING PROCESS GROUP

8.1 Close Project or Phase

9INPUTS AND OUTPUTS

10 TOOLS AND TECHNIQUES

REFERENCES

APPENDIX X1 CONTRIBUTORS AND REVIEWERS OF PROCESS GROUPS: A PRACTICE GUIDE

X1.1 Reviewers

X1.2 PMI Staff

GLOSSARY

1. Inclusions and Exclusions

2. Common Acronyms

3. Definitions