A Guide to Project Management

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Unformatted text preview: es the processes concerned with identifying, analyzing, and responding to project risk. It consists of risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and control. Chapter 12, Project Procurement Management, describes the processes required to acquire goods and services from outside the performing organization. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract closeout. 8 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 Chapter 1--Introduction The Project Management Body of Knowledge Generally Accepted Project Management Knowledge and Practice General Management Knowledge and Practice A Guide to the to Application the A GuideKnowledge Area and Practice This figure is a conceptual view of these relationships. The overlaps shown are not proportional. Figure 12. Relationship of Project Management to Other Management Disciplines 1.4 RELATIONSHIP TO OTHER MANAGEMENT DISCIPLINES Much of the knowledge needed to manage projects is unique to project management (e.g., critical path analysis and work breakdown structures). However, the PMBOK does overlap other management disciplines, as illustrated in Figure 1-2. General management encompasses planning, organizing, staffing, executing, and controlling the operations of an ongoing enterprise. General management also includes supporting disciplines such as law, strategic planning, logistics, and human resources management. The PMBOK overlaps or modifies general management in many areas--organizational behavior, financial forecasting, and planning techniques, to name just a few. Section 2.4 provides a more detailed discussion of general management. Application areas are categories of projects that have common elements significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of: Functional departments and supporting disciplines, such as legal, production and inventory management, marketing, logistics and personnel. Technical elements, such as software development, pharmaceuticals, water and sanitation engineering, or construction engineering. Management specializations, such as government contracting, community development, or new product development. Industry groups, such as automotive, chemicals, agriculture, or financial services. Appendix E includes a more detailed discussion of project management application areas. 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...
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