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

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

Author:PMI
Edition:Seventh edition (August 1, 2021)
Year:2021
Language:English
ISBN 13:978-1628256673
Publisher:Project Management Institute
ISBN 10:1628256648
Pages:370

Availability: 4999 in stock

SKU: 9781628256673 Categories: ,

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

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

PMBOK® Guide is the go-to resource for project management practitioners. The project management profession has significantly evolved due to emerging technology, new approaches, and rapid market changes. Reflecting this evolution, The Standard for Project Management enumerates 12 principles of project management, and the PMBOK® Guide – Seventh Edition is structured around eight project performance domains. This edition is designed to address practitioners’ current and future needs and to help them be more proactive, innovative, and nimble in enabling desired project outcomes. This edition of the PMBOK® Guide A Guide To The Project Management Body Of Knowledge 6th Edition:

  • Reflects the full range of development approaches (predictive, adaptive, hybrid, etc.);
  • Provides an entire section devoted to tailoring the development approach and processes;
  • Includes an expanded list of models, methods, and artifacts;
  • Focuses on not just delivering project outputs but also enabling outcomes;
  • Integrates with PMIstandards+™ for information and standards application content based on project type, development approach, and industry sector.

The PMBOK® Guide is the go-to resource for project management practitioners. The project management profession has significantly evolved due to emerging technology, new approaches, and rapid market changes. Reflecting this evolution, the Standard for Project Management enumerates 12 principles of project management, and the PMBOK® Guide – Seventh Edition is structured around 8 project performance domains. This edition is designed with.

The project management profession is evolving with the fast-paced adoption of new technology and approaches, which is why The Standard for Project Management was created. This edition features 12 principles of project management, including projects, are an opportunity to create value, projects must be sustainable over time, the benefits of early communication are far-reaching, projects should have clear success criteria, stakeholders should be involved in high levels throughout the project’s life-cycle. This edition has been designed according to the six performance domains.

The project management profession has significantly evolved due to emerging technology, new approaches, and rapid market changes. Reflecting this evolution, The Standard for Project Management enumerates 12 principles of project management, and the PMBOK® Guide – Seventh Edition is structured around eight project performance domains.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), seventh edition, is structured around eight project performance domains. This latest release is designed to meet evolving needs of project managers with its depth and focus on developing a comprehensive understanding of projects.

CONCLUSION

The Standard for Project Management and the PMBOK® Guide – Seventh Edition responds to all four elements that stakeholders have emphasized in their feedback. The revision maintains and enhances the credibility and relevance of the PMBOK® Guide. It improves the readability and usefulness of the PMBOK® Guide. It recognizes that there is continued value for some stakeholders in the structure and content of previous editions and enhances the content in this edition without negating that value.
Most importantly, it links with the PMIstandards+ digital content platform to respond to stakeholders’ needs with vetted supplemental content that supports the practical application.

Notice

The Project Management Institute, Inc. (PMI) standards and guideline publications, of which the document contained herein is one, are developed through a voluntary consensus standards development process. This process brings together volunteers and/or seeks out the views of persons who have an interest in the topic covered by this publication. While PMI administers the process and establishes rules to promote fairness in the development of consensus, it does not write the document and does not independently test, evaluate, or verify the accuracy or completeness of any information or the soundness of any judgments contained in its standards and guideline publications.

PMI disclaims liability for any personal injury, property, or other damages of any nature whatsoever, whether special, indirect, consequential, or compensatory, directly or indirectly resulting from the publication, use of the application, or reliance on this document. PMI disclaims and makes no guaranty or warranty, expressed or implied, as to the accuracy or completeness of any information published herein, and disclaims and makes no warranty that the information in this document will fulfill any of your particular purposes or needs. PMI does not undertake to guarantee the performance of any individual manufacturer or seller’s products or services by virtue of this standard or guide.

In publishing and making this document available, PMI is not undertaking to render professional or other services for or on behalf of any person or entity, nor is PMI undertaking to perform any duty owed by any person or entity to someone else. Anyone using this document should rely on his or her own independent judgment or, as appropriate, seek the advice of a competent professional in determining the exercise of reasonable care in any given circumstances. Information and other standards on the topic covered by this publication may be available from other sources, which the user may wish to consult for additional views or information not covered by this publication.

PMI has no power, nor does it undertake to police or enforce compliance with the contents of this document. PMI does not certify, test, or inspect products, designs, or installations for safety or health purposes. Any certification or other statement of compliance with any health or safety-related
information in this document shall not be attributable to PMI and is solely the responsibility of the certifier or maker of the statement.

Preface

Each time work begins on a new edition of The Standard for Project Management and the PMBOK® Guide, there is an opportunity to consider global perspectives on changes in project management and the approaches used for realizing benefits and value from project outputs. In the time between every edition, a world of change has occurred. Some organizations have ceased to exist, and new organizations have emerged. Older technologies have reached the end of life while technologies offering completely new capabilities have evolved. People who continue in the workforce have advanced their thinking, skills, and capabilities as new entrants focus on quickly understanding their professional language, building their skills, developing their business acumen, and contributing to the objectives of their employers.

Even in the midst of such changes, though, there are fundamental concepts and constructs that remain in place. The understanding that collective thinking produces more holistic solutions than the thoughts of one individual continues. And the fact that organizations use projects as a vehicle for delivering a unique result or output endures.

CUSTOMER- AND END-USER-CENTERED DESIGN

While the Sixth Edition of the PMBOK® Guide was under development and throughout the development of this Seventh Edition, PMI has actively engaged with a broad range of global stakeholders on their experiences with using The Standard for Project Management and the PMBOK® Guide. These engagements have included:
▶ Online surveys to representative samples of PMI stakeholders;
▶ Focus groups with PMO leaders, project managers, agile practitioners, the project team members, and educators and trainers; and
▶ Interactive workshops with practitioners at various PMI events around the globe. The feedback and inputs collectively emphasized four key points:
▶ Maintain and enhance the credibility and relevance of the PMBOK® Guide.
▶ Improve the readability and usefulness of the PMBOK® Guide while avoiding overstuffing it with new content.
▶ Sense stakeholder information and content needs and provide vetted supplemental content supporting the practical application.
▶ Recognize that there is continued value for some stakeholders in the structure and content of previous editions so that any shifts enhance without negating that value.

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
2.4.1 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
INDEX

A 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
2.3.3 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 OutcomesA 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
2.3.3 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.
2.5.8 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
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
3.5 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
4.2.1 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
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 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.
INDEX

AUTHOR BIOGRAPHY

The PMI serves more than 2.9 million professionals, including over 500,000 members in 208 countries and territories around the world, with 300 chapters and 10,000 volunteers serving local members in over 80 countries. Its services include the development of standards, research, education, publication, networking opportunities in local chapters, hosting conferences and training seminars, and providing accreditation in project management.

About Project Management Institute

The Project Management Institute (PMI) is a US nonprofit professional organization for project management. The PMI provides services including the development of standards, research, education, publication, networking opportunities in local chapters, hosting conferences and training seminars, and providing accreditation in project management.

PMI has recruited volunteers to create industry standards, such as “A Guide to the Project Management Body of Knowledge”, which has been recognized by the American National Standards Institute (ANSI). In 2012 ISO adapted the project management processes from the PMBOK Guide 4th edition.

Reviews of the customers about the ebook:

  • Media Wiz:
    300 pages later, this does not make any solid arguments for project management. It has been dumbed down to the point that it becomes an HR manual at first glance and superficial for serious project management dialog. My center of excellence will not be using this. It is an ok read for more advanced project managers seeking to broaden knowledge in Part 2 after PMP but there is not enough substance to ground those new to the profession or build solid structure on for either Agile or Predictive.
  • Meg:
    Much less daunting than v6…. which is literally 3x the information. The new guide is much more relevant to today’s world of Project Management.
  • Abang Annuar Ehsan:
    Received my ebook of the PMBOK Guide (7th edition). Major changes in terms of not only the physical book (i.e. no of pages) but also the content. From process-based standards to principles-based standards. Obviously, changes are also on the paper used in printing the ebook. It was quite a headache reading the 6th edition as it was printed on unreadable grey paper, using what PMI mentioned as “anti-counterfeit print technology”. This version is more reader-friendly and headache-free.
  • Jason Faulcon:
    I was surprised by the size! I just got it today o I have not had time to review the changes in content. It has more of a workbook feel to it. The first impression is that this PMBOK is more practical all the way around. All is well except the shipping. The ebook arrived quickly. I would think spending this much on the ebook the shipping would be a bit more protected.
  • Marios Ioannou:
    I have received today’s PMBOK Guide very quickly in a good condition. The ebook looks very good. Very satisfied.
  • Rushikesh:
    I love this version of the PMBOK. Especially there are many definitions at the end which are really helpful.
  • Clarita:
    This guide is a generic set of principles that all projects should know such as all projects should deliver value and PMs need to be honest. There is nothing new that is not common sense when managing a project. I don’t see any value when reading this guide. It has no description of how projects are conducted or the processes they follow. While old PMBOK’s had processes or a method to manage a project, this one has none. For example, if you never manage an agile project, you will never learn that in this ebook. I don’t recommend this to any new or experienced PMs. Waste of time. Read a good agile ebook or older PMBOK.
  • Heather Anne Adler:
    They got rid of the eye strain-causing paper. Most points of information that could be are bullet points. The Standard of Project Management is at the front of the book instead of in the back. They have also discovered color ink for some of the sidebars and diagrams. Overall a good update.

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