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There are many project management frameworks in existence. However, the one that is probably the most widely used is the one from the Project Management Institute(PMI), which publishes the framework in its PMBOK Guide and Standards. The Project Management Body of Knowledge (PMBOK) Guide has essentially become the standard for documenting the project management profession. Most of the information is based on PMI information but also includes information from other project management organizations and standards used around the world.
As a quick introduction to project management, the following topics are covered first on this site:
The PMI framework divides the PM body of knowledge into 10 areas:
PMI also defines many project management processes. These processes are categorized into 5 Process Groups:
The processes as defined by PMI are:
A project is a temporary endeavor undertaken to create a unique product, service, or result.
A project can create:
Project management is the application of knowledge, skills, tools, and tecniques to project activities to meet the project requirements.
Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes, which are categorized into 5 Progress Groups.
Organizational Project Management (OPM) is a strategy execution framework utilizing project, program, and portfolio management as well as organizational enabling practices to consistently and predictable deliver organizational strategy producing better performance, better results, and a sustainable competitive advantage.
A program is defined as a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.
Program management is the application of knowledge,skills, tools, and techniques to a program in order to meet the program requirements and to obtain benefits and control not available by managing projects individually.
A portfolio refers to projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.
Portfolio management refers to the centralized management of one or more portfolios to achieve strategic objectives.
Projects are typically authorized as a result of one or more of the following strategic considerations:
A project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
A primary function of a PMO is to support project managers in a variety of way which may include, but are not limited to:
Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle.
Projects can intersect with operations at various points during the product life cycle, such as:
Business value is defined as the entire value of the business; the total sum of all tangible and intangible elements.
The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
Effective project management requires that the project manager possess the following competencies:
Important interpersonal skills of PM include:
Organization Project Management Maturity Model (OPM3) examines an enterprise's project management process capabilities
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