This paper provides a review of the steps and stages associated with project management according to the
Project Management Institute® (PMI). It is a primer for anyone new to the Project Management Body of
Knowledge® (PMBOK®) and who is preparing to take the PMP exam.
In order to understand how the Project Management Institute (PMI) recommends that projects be run it is nec-
essary to understand the project management life cycle. The project management life cycle is the framework
around which project management activities are structured.
You could be a manager fresh out of the box or one that has been in the trenches for years. No matter. Understanding the project management life cycle is invaluable for successfully guiding your project from its initial stages to completion.
Để bắt đầu việc kết thúc của một dự án, báo cáo kết thúc dự án được lập ra trước tiên. Báo cáo này liệt kê tất cả các hoạt động kết thúc và xác định nhân lực chịu trách nhiệm cho từng hoạt động được liệt kê.
Fully understanding the Project Management Institute’s (PMI ) approach to project management can be diffi-
cult. This is not because of the complexity of the material. The difficulty arises from having a body of knowl-
edge that is structured for referencing, not learning.
PMI divides the tasks associated with project management into 44 processes. There are also 44 different man-
agement activities that must be completed, in a specific order .
Describe the software crisis and how the often dismal track record for information technology (IT) projects provides a motivation for changing how we view and manage IT projects.Explain the sociotechnical, project management and knowledge management approaches that support ITPM. Define what an IT project is and describe its attributes. Define the discipline called project management. Describe the role and impact IT projects have on an organization. Identify the different roles and interests of project stakeholders.
Projects always involve a finite amount of uncertainty (risk) that may lead to problems
and surprises during the project. Dealing with surprises requires more time, energy, and
money than originally planned. Risk management can help reduce the likelihood and
affects of risks. Risk management is important as it helps the team accomplish the project
with as little trouble as possible.
As a professional scientist, engineer, or project manager, you will be required to help get
the job done. Excuses (whether real or imaginary) generally don't buy any sympathy.
This chapter discusses some of the components involved in understanding the project environment, such as using a systems approach, understanding organizations, managing stakeholders, matching product life cycles to the project environment, understanding the context of IT projects, and reviewing recent trends that affect IT project management.
Introduction to the Process Improvement Life Cycle.
Designing, documenting, and implementing a project management methodology is a major undertaking. It is met with several obstacles, including:
• Cultural and organizational barriers to change; • Replacing existing project management habits; • Rugged individualism of technical professionals.
An organization will never reach the point where it is safe to say that all three of these obstacles have been neutralized. In fact, these obstacles will continuously plague projects for as long as there are projects to be plagued.
The Program Management Professional (PgMP®) Exam Practice Test & Study Guide includes five sections, each of which corresponds to one of the five domains described in the Program Management Professional (PgMP®) Examination Content Outline (April 2011). Each section contains study hints, a list of major topics that are encountered on the exam, and 20 multiple-choice practice questions complete with an answer sheet, an answer key that includes a rationale for each correct answer, and a bibliographic reference for further study if needed.
Growing up, I didn’t want to be a project manager. Unlike the more popular options
of fireman and ballerina (and later doctor and chef), it wasn’t as easy to visualize
what being a project manager was all about. Since my love was for technology, I
studied Computer Science and worked on everything from software engineering
through to web development. It was only in the corporate world that I realized why
people wanted to be project managers.
Chapter 17 - Project management. This chapter include objectives: Describe the project life cycle, discuss the behavioral aspects of projects in terms of project personnel and the project manager, explain the nature and importance of a work breakdown structure in project management,..
Chapter 4 describes a disciplined, structured method for selectively collecting information to use through all phases of the project life cycle, to meet the needs of all stakeholders (e.g., customer, project manager), and to measure performance against the strategic plan of the organization.
After reading this chapter, you will be able to: Describe an overall framework for project integration management as it relates to the other project management knowledge areas and the project life cycle, discuss the strategic planning process and apply different project selection methods, explain the importance of creating a project charter to formally initiate projects,...
Chapter 1 - Modern project management. The main contents of the chapter consist of the following: What is a project? The importance of project management, project management today - an integrative approach.
Chapter 4 - Defining the project. This chapter describes a disciplined, structured method for selectively collecting information to use through all phases of the project life cycle, to meet the needs of all stakeholders (e.g., customer, project manager), and to measure performance against the strategic plan of the organization.
Projects today have dramatically increased in complexity, requiring a culturally and functionally
diverse mix of individuals who must be integrated into an effective unit – a project team. Effective
teamwork is the key to project success during all phases of the project life cycle. Tough global
competition has created an acute need for faster, more flexible, and highly competitive operations.
These needs can be met only by developing high-performing teams. Effective team building is one
of the prime responsibilities of the project manager (Knutson, Joan, 2001).
To borrow a leaf from the Malawi Centre for Distance and Continuing Education,
here are some areas they identified as having potential for both macro and micro
projects in a DE set up. At their planning meeting (June 2006), they classified these
areas into three categories, namely, projects to do with DE management and
administration, programmes development, and learner support. Space has been left
for you to add any areas you think forms part of each category, but has not been