PMBOK framework

PMBOK framework
See also
Feature-driven development Project charter Managerial controlling Project cycle management Agile project management methodology Quality policy Logic matrix Validation master plan Project

PMBOK means Project Management Body of Knowledge. The PMBOK is a guideline that is revised approximately all four years by the publisher, the Project Management Institute - PMI. The guide is closely linked to the American National Standard Institute called ANSI, which approved the PMBOK Guide as a offical standard in 1999 (Saladis, Kerzner 2011, p. 12). It is recognized worldwide as a reference and reference work for project management. The first edition of the PMBOK was published in 1996, the latest and currently valid 6th edition was published in September 2017. PMBOK is characterized by the fact that the guideline is sector-neutral. In addition, PMOK is formulated in an industry- and method-independent way and can be applied to projects of any size and scope (Rodrigues 2001, p.1). It follows the idea that the project manager decides individually which contents from the PMBOK he wants to use for the concrete project. The work is structured in knowledge areas, process groups and processes as well as descriptions of inputs, outputs and suitable tools and methods (Saladis, Kerzner 2011, p. 13).

Fields of knowledge in the PMBOK

The following ten areas of knowledge exist:

• Cost Management: The cost management has the task of estimating and budgeting the expenses for the project and explains how the project can be completed within the approved budget (Saladis, Kerzner 2011, p. 13).
• Quality Management: The aim of this field of knowledge is to ensure that the quality requirements of the client are met or exceeded. To this end, Quality Management defines quality criteria, objectives and areas of responsibility (Saladis, Kerzner 2011, p. 13).
• Resource Management: Identify, compile and control the resources required for the project. The goal is to have the right resources available at the right time. This makes it clear that, in addition to the project team, other resources are also necessary for successful project implementation (Saladis, Kerzner 2011, p. 13).
• Integration Management: Integration management in projects involves the processes and procedures that combine the individual parts of the project into a whole. The goal of this field of knowledge is to coordinate the different project elements, phases and results in a holistic way in order to successfully complete the project. Thus it represents the main task of the project manager (Saladis, Kerzner 2011, p. 13).
• Content and scope management: Scope management deals with the project product to be created and the general conditions: What exactly is done in this project and what is not, what do the work packages look like that create the deliverables and how is it ensured that exactly what is needed is done (Saladis, Kerzner 2011, p. 13).
• Schedule management: Schedule Management deals with the scheduling of the project in order to ensure a timely completion. The duration and resource requirements of tasks are described and these are put into a schedule/sequence (Saladis, Kerzner 2011, p. 13).
• Risk Management: Risk management describes the processes for identifying, analyzing and assessing risks as well as for risk treatment and tracking. The aim of risk management is to increase the chances of success of the project (Saladis, Kerzner 2011, p. 13).
• Procurement Management: Procurement Management provides processes for purchasing goods and services that are to be procured outside the organization. The tasks of this field of knowledge are the procurement of offers, the selection of suppliers and the drafting of contracts with external suppliers. This area of knowledge deals in particular with the drafting of contracts with resulting legal obligations (Saladis, Kerzner 2011, p. 13).
• Stakeholder Management: All parties involved in the project and those interested in the project result are identified, and their needs and expectations are analyzed and documented. To ensure the success of the project, the stakeholders must be actively supported and their influence on the project must be managed and controlled (Saladis, Kerzner 2011, p. 13).
• Communication Management: The task of communication management is to identify information needs, to set up an information and reporting system on the current status quo and the progress of the project, and to make the desired information available to the stakeholders (Saladis, Kerzner 2011, p. 13).

Process groups in the PMBOK

The following five process groups exist:

• Initiation: This group includes the processes for formal authorization of the project or a phase. The most important result is the project order (Saladis, Kerzner 2011, p. 29).
• Planning: The "Planning" group's processes are used to define and refine the project objectives and determine the best way to achieve them. This also includes the definitions of how planning is done within each knowledge area and how this planning is carried out. Key results are the project management plan and the various plans of the individual knowledge areas (Saladis, Kerzner 2011, p. 29).
• Execution: With the processes from the group "Executing" the plans are implemented. The focus is on steering and managing the project work. These processes include the management of the project team and communication, as well as the execution of procurement and quality assurance (Saladis, Kerzner 2011, p. 29).
• Monitoring and control: The processes in "Monitoring and Control" ensure that the defined project goals are achieved. Progress is reviewed regularly to identify deviations from the plan so that necessary corrective measures can be initiated. Information on project performance is collected and evaluated, and corrective and preventive measures are proposed (Saladis, Kerzner 2011, p. 29).
• Closing: The process group "Closing" contains the processes for formally closing a phase or project. The closing of contracts with customers and suppliers also belongs to this group (Saladis, Kerzner 2011, p. 29).

Examples of PMBOK framework

• The PMBOK Guide identifies five process groups for project management: Initiating, Planning, Executing, Monitoring and Controlling, and Closing. Each group consists of processes that must be completed in order to have a successful project. For example, the Initiating process group includes processes such as developing a project charter, identifying stakeholders, and developing a project management plan. The Planning process group includes processes such as developing the scope statement, creating a work breakdown structure, and identifying project activities. The Executing process group includes processes such as resource planning, activity sequencing, and activity duration estimating. The Monitoring and Controlling process group includes processes such as risk management, quality control, and performance reporting. Finally, the Closing process group includes processes such as performing administrative closure and completing a performance review.
• Project management tools such as a Gantt chart and a project plan are important components of the PMBOK framework. A Gantt chart is a visual representation of a project’s tasks and activities and is used to track progress and resources. A project plan is a document that outlines the project’s objectives, scope, timeline, and resources. It is used to guide the project and to ensure that all necessary tasks and activities are completed. Other tools used in the PMBOK framework include earned value analysis, which is used to track progress and budget performance, and risk management, which is used to identify, analyze, and respond to risks.

Advantages of PMBOK framework

The PMBOK framework offers several advantages for project managers:

• It provides a structured approach to project management that is applicable to projects of any size and scope. It also provides a comprehensive set of processes, tools and techniques that can be used to effectively manage projects.
• It is designed to provide a consistent language and framework for project managers to use in managing projects. This clarity and consistency makes it easier for project teams to work together efficiently and effectively.
• PMBOK is a globally accepted standard and the processes and techniques it outlines are widely accepted and understood. This makes it easier for project managers to collaborate with other project managers and organizations.
• The PMBOK framework provides a comprehensive set of best practices and processes that are regularly updated to reflect the current state of the project management industry. This ensures that project managers are using the most up-to-date and effective approaches to project management.
• The PMBOK framework is accessible and relatively easy to understand. It provides detailed information on processes, tools and techniques without overwhelming project managers.

Limitations of PMBOK framework

One of the limitations of the PMBOK framework is that it is not suitable for all types of projects. It is generally accepted that the PMBOK framework is most suitable for medium and large projects, while smaller projects are better served by more informal management approaches. The following are some of the most common limitations of the PMBOK framework:

• PMBOK is not suitable for rapidly changing projects with short development cycles. The framework is designed for more controlled and structured projects, which require more detailed planning and control.
• PMBOK does not address the human aspects of project management, such as team dynamics, communication, and motivation. It is limited to the technical aspects of project management, such as scope, schedule, cost, and quality.
• PMBOK does not provide guidance on how to select the appropriate methodology for a given project. It does not provide any advice on how to adapt the methodology to a particular project context.
• PMBOK does not provide a comprehensive set of tools and techniques for project management. It provides only a basic framework, which must be supplemented with other tools and techniques tailored to the particular project context.
• PMBOK does not provide a comprehensive set of metrics for measuring project performance. For example, it does not provide metrics for measuring the progress of a project, or for assessing the quality of the results.

Other approaches related to PMBOK framework

The following approaches are related to the PMBOK framework:

• Agile methodology: Agile methodology is a project management approach that focuses on iterative development cycles and encourages collaboration between the stake holders. It is based on the principles of adaptability, flexibility, and continuous improvement.
• Six Sigma: Six Sigma is a process improvement methodology that focuses on reducing variation and waste in processes. It uses a set of tools such as DMAIC (Define, Measure, Analyze, Improve, Control) to identify and eliminate problems.
• Lean Project Management: Lean project management is an approach that seeks to reduce waste and maximize efficiency in all areas of the project. It emphasizes the elimination of non-value-adding activities and processes.
• Earned Value Management: Earned value management is a project management technique that uses the comparison of actual costs to planned values to measure the performance of the project.

In summary, the PMBOK framework is related to other approaches such as Agile methodology, Six Sigma, Lean Project Management, and Earned Value Management. Each of these approaches provides a different way of managing a project, and each has its own set of tools and processes.

References

• Rodrigues, A. G. (2001, June). Managing and modelling project risk dynamics a system dynamics-based framework. In Fourth European Project Management Conference (pp. 1-7).
• Saladis, F. P., & Kerzner, H. (2011). Bringing the PMBOK Guide to Life: a companion for the practicing project manager. John Wiley & Sons.
• Wuttke T., Zandhuis A. (2013). A pocket companion to PMI's PMBOK Guide. Van Haren Publishing.

Author: Tom Alender