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Unformatted text preview: ogic Diagram Drawn Using the Arrow Diagramming Method 70 PERT Duration Calculation for a Single Activity 76 Project Network Diagram with Dates 77 Bar (Gantt) Chart 78 Milestone Chart 79 Project Cost Management Overview 84 Illustrative Cost Baseline Display 90 Project Quality Management Overview 96 Cause-and-Effect Diagram 99 Sample Process Flowchart 100 Control Chart of Project Schedule Performance 104 Pareto Diagram 105 A Guide to the A Guide to the Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST vii ACROYMNS LIST Figure 91. Figure 92. Figure 93. Figure 101. Figure 102. Figure 103. Figure 111. Figure 112. Figure 113. Figure 114. Figure 115. Figure 116. Figure 117. Figure 121. Project Human Resource Management Overview Responsibility Assignment Matrix Illustrative Resource Histogram Project Communications Management Overview Illustrative Graphic Performance Report Illustrative Tabular Performance Report Project Risk Management Overview Rating Impacts for a Risk Probability-Impact Matrix Cost Estimates and Ranges from the Risk Interview Examples of Commonly Used Probability Distributions Decision Tree Analysis Cost Risk Simulation Project Procurement Management Overview 108 111 112 118 124 124 128 136 137 139 140 141 142 148 ment ment geE L geE PL P viii NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST ACROYMNS LIST A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Preface to the 2000 Edition
This document supersedes the Project Management Institute's (PMI) A Guide to the Project Management Body of Knowledge (PMBOK Guide), published in 1996. The scope of the project to update the 1996 publication was to: Add new material reflecting the growth of the knowledge and practices in the field of project management by capturing those practices, tools, techniques, and other relevant items that have become generally accepted. (Generally accepted means being applicable to most projects most of the time and having widespread consensus about their value and usefulness.) Add clarification to text and figures to make this document more beneficial to users. Correct existing errors in the predecessor document. To assist users of this document, who may be familiar with its predecessor, we have summarized the major differences here. 1. Throughout the document, we clarified that projects manage to requirements, which emerge from needs, wants, and expectations. 2. We strengthened linkages to organizational strategy throughout the document. 3. We provided more emphasis on progressive elaboration in Section 1.2.3. 4. We acknowledged the role of the Project Office in Section 2.3.4. 5. We added referen...
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