Process groups : a practice guide

Process groups a practice guide

Need help on how to get work done using traditional project management practices? Then, Process Groups: A Practice Guide is the right supplemental guide for you. This important companion to, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), offers useful and practical guidance for...

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Detalles Bibliográficos
Autor Corporativo: Project Management Institute (-)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Newtown Square, Pennsylvania : Project Management Institute [2023]
Materias:
Project management > Standards.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009714812206719
Tabla de Contenidos:
  • 1. Introduction
  • 1.1 Project Management
  • 1.1.1 Importance of Project Management
  • 1.1.2 Foundational Elements
  • 1.2 Projects
  • 1.2.1 Projects Drive Change
  • 1.2.2 Projects Enable Business Value Creation
  • 1.2.3 Contexts for Project Initiation
  • 1.3 Programs and Program Management
  • 1.4 Portfolios and Portfolio Management
  • 1.5 Relationship Among Portfolios, Programs, and Projects
  • 1.6 Organizational Project Management (OPM)
  • 1.7 Project 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
  • 1.8 Project Management Data and Information
  • 1.9 Tailoring
  • 1.10 Benefits Management and Business Documents
  • 1.11 Project Charter, Project Management Plan, and Project Documents
  • 1.12 Project Success Measures
  • 2. The Project Environment
  • 2.1 Enterprise Environmental Factors
  • 2.1.1 EEFs Internal to the Organization
  • 2.1.2 EEFs External to the Organization
  • 2.2 Organizational Process Assets
  • 2.2.1 Plans, Processes, and Documents
  • 2.2.2 Organizational Knowledge Repositories
  • 2.3 Governance
  • 2.3.1 Organizational Governance
  • 2.3.2 Project Governance
  • 2.4 Management Elements
  • 2.5 Organizational Structures
  • 2.5.1 Organizational Structure Types
  • 2.5.2 Factors in Organizational Structure Selection
  • 2.6 Project Management Office
  • 3. Role of the Project Manager
  • 3.1 The 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
  • 3.2 Project Manager Competences
  • 3.2.1 Ways of Working
  • 3.2.2 Business Acumen
  • 3.2.3 Power Skills
  • 3.3 Qualities 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
  • 3.4 Performing 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
  • 4. Initiating Process Group
  • 4.1 Develop Project Charter
  • 4.2 Identify Stakeholders
  • 5. Planning 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
  • 6. Executing 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
  • 7. Monitoring 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.
  • 8. Closing Process Group
  • 8.1 Close Project or Phase
  • 9. Inputs 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
  • Index.

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