WOLLO UNIVERSITY

KOMBOLCHA INSTITUTE of TECHNOLOGY

A Guide to the Project
Management Body of knowledge
PMBOK GUIDE

Submitted by
Name Id
Eyayew Temesgen………………..WOUR/4068/13
Wubshet Markos………….……….WOUR/3730/14
Dagmawit Fisseha………………… WOUR/4024/14
Betelhem Solomon……………….. WOUR/4373/14
Eyerusalem Tesfaye………….……..WOUR/4205/14
Submitted to:-
•1.1.Purpose of the PMBOK® Guide:
• The PMBOK® Guide (Project Management Body of Knowledge) is a
comprehensive resource that provides guidelines, best practices, and tools
for effective project management across various industries. It captures and
summarizes knowledge related to project management, helping
professionals achieve successful project outcomes.
•1.2.What is a Project?
• A project is a temporary endeavor with a defined start and end date. It aims
to create a unique product, service, or result. Projects differ from ongoing
operations and involve specific tasks, resources, and objectives.
•1.2.1.Relationships Among Portfolios, Programs, and Projects:
 Portfolios :-manage collections of projects and programs aligned with an organization’s
strategic goals.
 Programs:- coordinate related projects to achieve strategic objectives.
 Projects :-focus on specific deliverables within a defined scope, timeline, and budget.
•1.3.Project Management:
 Project management involves applying knowledge, skills, and techniques to achieve
specific project goals. It ensures successful project completion within constraints.
•1.4.Relationship Between Project Management, Operations Management, and Organizational Strategy :
 Operations management focuses on ongoing processes to keep an organization functioning.
 Project management aims to meet specific goals and objectives.
 Both contribute to organizational strategy.
•1.6.Business Value:
 Business value refers to the benefits and outcomes derived from successful project execution. It includes financial
gains, improved processes, and strategic advantages.
•1.7.Role of the Project Manager:
 Project managers oversee the entire project lifecycle, from planning to completion. They manage teams,
communicate with stakeholders, and ensure project success.
•2.Organizational Influences on Project Management:
 Organizational cultures, communications, structures, process assets, and environmental factors impact
project management.
•2.2.Project Stakeholders and Governance:
 Stakeholders are individuals or groups affected by the project.
 Project governance ensures alignment with organizational goals and success criteria.
•2.3.Project Team:
 The project team collaborates to achieve project objectives. Its composition varies based on project needs.
•2.4.Project Life Cycle:
 The project life cycle encompasses phases from initiation to closure. Each phase has specific characteristics and
deliverables.
• 3.Project Management Processes:
  Initiating, planning, executing, monitoring and controlling, and closing are key process groups.
•3.2Project Information:
 Key project documents include the project charter, work breakdown structure (WBS), project schedule, risk management
plan, and status reports.
•3.9.Role of the Knowledge Areas:
 Knowledge areas cover various aspects of project management, such as scope, time, cost, quality, and risk.
•4.Project Integration Management:
•4.1.Developing a project charter and project management plan are essential steps in project integration management.
 Develop Project Charter
• This process involves creating a document that formally authorizes a project or a project phase. It also
captures initial requirements that align with stakeholder needs and expectations. The project charter
establishes the project’s existence and provides authority to allocate resources.
• Inputs:-Project Statement of Work (SOW): A narrative description of products or services to be
delivered by the project.
• Business Case: Demonstrates the project’s value to the organization.
• Agreements: For projects based on contractual obli
• Outputs:-Integration with Other Processes:Baselines (scope, schedule, cost) and subsidiary
management plans (e.g., scope, schedule, risk) are integrated to create the Project Management Plan
•4.2.Develop Project Management Plan:-This process defines, prepares, and coordinates all plan components into an integrated
project management plan.
• Key Points:
 The project management plan guides project execution, monitoring, control, and closure.
 It is tailored to the project’s needs and can be revised before baselining.
 Progressive elaboration ensures its development.
 Alignment with program or portfolio management plans is essential.
•Inputs: Project Charter, Outputs from other processes, Enterprise Environmental Factors, Organizational Process Assets.
•Tools and Techniques: Expert Judgment, Data Gathering (Brainstorming, Checklists, Interviews), Interpersonal and Team Skills
(Conflict Management, Facilitation, Meeting Management).
•Outputs: Project Management Plan.
•4.3.Direct and Manage Project Work:This process involves executing the project work defined in the project management plan.
•Inputs: Project Management Plan, Approved Change Requests, Enterprise Environmental Factors, Organizational Process Assets.
•Tools and Techniques: Expert Judgment, Project Management Information System, Meetings.
•Outputs: Deliverables, Work Performance Data, Change Requests, Project Management Plan Updates.
•4.4.Monitor and Control Project Work:This process monitors and controls project performance against the project management
plan.
•Tools and Techniques: Data Analysis, Expert Judgment, Meetings, Variance Analysis.
•Outputs: Work Performance Information, Change Requests, Project Management Plan Updates.
•4.5.Perform Integrated Change Control: This process reviews and approves or rejects changes to the project management plan.
•Inputs: Project Management Plan, Work Performance Data, Change Requests, Enterprise Environmental Factors, Organizational
Process Assets.
•Tools and Techniques: Expert Judgment, Change Control Meetings.
•Outputs: Approved Change Requests, Project Management Plan Updates.
•5.Project Scope Management:
•Plan Scope Management: Defines how scope will be defined, validated, and controlled.
•Collect Requirements: Gathers detailed project requirements from stakeholders.
•Define Scope: Develops a detailed project scope statement.
•Create WBS: Decomposes project deliverables into smaller work packages.
Validate Scope: Ensures project deliverables meet requirements.

Control Scope: Manages changes to project scope.

Control Scope:

Inputs:

Project Charter: Contains high-level constraints, including milestone dates.

Project Management Plan: Includes scope management plan, product developmental approach,
and other elements.

Enterprise Environmental Factors: External influences affecting scope management.

o Tools and Techniques:

 Variance Analysis: Compares planned scope with actual work performed.
 Trend Analysis: Evaluates performance trends.
o Outputs:
 Work Performance Information: Analyzed data on scope performance.
 Change Requests: Recommendations for adjustments to scope.

Plan Schedule Management:

o Inputs:
 Project Charter: Specifies milestone dates.
 Project Management Plan: Includes scope management plan and
product developmental approach.
o Tools and Techniques:
 Critical Path Method (CPM): Plans project tasks based on dependencies.
 Schedule Variance: Measures deviation from the planned schedule.
 Work Breakdown Structure (WBS): Hierarchical breakdown of project
tasks.
o Outputs:
 Schedule Management Plan: Guidelines for creating, managing, and
controlling the project schedule.

Define Activities:

o Inputs: Project Management Plan, Scope Baseline, Enterprise Environmental

Factors, Organizational Process Assets.
o Tools and Techniques: Decomposition, Rolling Wave Planning, Expert
Judgment.
o Outputs: Activity List, Activity Attributes, Milestone List.

Sequence Activities:
 o Inputs: Activity List, Activity Attributes, Milestone List, Project Scope Statement, Organizational Process Assets.
o Tools and Techniques: Precedence Diagramming Method (PDM), Dependency Determination, Leads and Lags.
o Outputs: Project Schedule Network Diagram, Project Document Updates.
•Estimate Activity Resources:
o Inputs: Activity List, Activity Attributes, Resource Calendars, Enterprise Environmental Factors, Organizational Process
Assets.
o Tools and Techniques: Expert Judgment, Bottom-Up Estimating, Analogous Estimating.
o Outputs: Resource Requirements, Resource Breakdown Structure, Project Document Updates.
o Estimate Activity Durations:
o Inputs: Activity List, Activity Attributes, Resource Calendars, Project Scope Statement, Organizational Process Assets.
o Tools and Techniques: Analogous Estimating, Parametric Estimating, Three-Point Estimating.
o Outputs: Activity Duration Estimates, Project Document Updates.
•Develop Schedule:
o Inputs: Activity List, Activity Attributes, Project Schedule Network Diagram, Project Scope Statement, Organizational
Process Assets.
o Tools and Techniques: Schedule Network Analysis, Critical Path Method (CPM), Resource Leveling.
o Outputs: Project Schedule, Schedule Baseline, Project Document Updates.
•Control Schedule:
o Inputs: Project Management Plan, Work Performance Information, Change Requests, Enterprise Environmental Factors,
Organizational Process Assets.
o Tools and Techniques: Performance Reviews, Variance Analysis, Schedule Compression.
o Outputs: Work Performance Reports, Change Requests, Project Management Plan Updates.
•Plan Cost Management, Estimate Costs, Determine Budget, and Control Costs follow similar patterns with their respective inputs, tools, techniques, and
outputs.
  Human Resource Policies and Procedures: Ensure adherence to organizational policies.
 Tools and Techniques:
 Expert Judgment: Leverage expertise to define quality standards.
 Data Gathering (Brainstorming): Collect ideas for quality planning.
 Outputs:
 Quality Management Plan: Details quality requirements, measurements, and control methods.

o Perform Quality Assurance:

 Inputs:
 Project Management Plan: Focuses on the human resource plan.
 Quality Control Data: Used to identify quality issues.
 Tools and Techniques:
 Quality Audits: Analyze data, identify process improvements, perform root cause analysis, and determine preventative actions.
 Outputs:

• Work Performance Reports: Provide insights into quality performance2.

o Control Quality:
 Inputs:
 Project Management Plan: Includes quality management plan.
 Work Performance Data: Data on quality performance.
 Tools and Techniques:
 Inspection: Evaluate deliverables against quality standards.
 Control Charts: Monitor process performance.
 Outputs:
 Quality Control Measurements: Data on quality performance.
 Validated Changes: Approved changes to improve quality2.

•8.Project Human Resource Management:

o Plan Human Resource Management:
 Inputs:
 Project Management Plan: Contains the human resource plan.
 Human Resource Policies and Procedures: Ensure adherence to organizational policies.
 Tools and Techniques:
 Roles and Responsibilities: Define authority, responsibility, and competencies for each role.
 Project Organization Charts: Describe reporting relationships.
 Outputs:

• Human Resource Plan: Details roles, responsibilities, and organization structure