A Guide to Project Management

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Unformatted text preview: dy of Knowledge Appendix B ment ment geE L geE PL P 3. We developed a revised definition of project. We wanted a definition that was both inclusive (It should not be possible to identify any undertaking generally thought of as a project that does not fit the definition.) and exclusive (It should not be possible to describe any undertaking that satisfies the definition and is not generally thought of as a project.). We reviewed many of the definitions of project in the existing literature and found all of them unsatisfactory in some way. The new definition is driven by the unique characteristics of a project: a project is a temporary endeavor undertaken to create a unique product or service. 4. We developed a revised view of the project life cycle. The 1987 document defined project phases as subdivisions of the project life cycle. We have reordered this relationship and defined project life cycle as a collection of phases whose number and names are determined by the control needs of the performing organization. 5. We changed the name of the major sections from function to knowledge area. The term function had been frequently misunderstood to mean an element of a functional organization. The name change should eliminate this misunderstanding. 6. We formally recognized the existence of a ninth knowledge area. There has been widespread consensus for some time that project management is an integrative process. Chapter 4, Project Integration Management, recognizes the importance of this subject. 7. We added the word project to the title of each knowledge area. Although this may seem redundant, it helps to clarify the scope of the document. For example, Project Human Resource Management covers only those aspects of managing human resources that are unique or nearly unique to the project context. 8. We chose to describe the knowledge areas in terms of their component processes. The search for a consistent method of presentation led us to completely restructure the 1987 document into thirty-seven project management processes. Each process is described in terms of its inputs, outputs, and tools and techniques. Inputs and outputs are documents (e.g., a scope statement) or documentable items (e.g., activity dependencies). Tools and techniques are the mechanisms applied to the inputs to create the outputs. In addition to its fundamental simplicity, this approach offers several other benefits: It emphasizes the interactions among the knowledge areas. Outputs from one process become inputs to another. The structure is flexible and robust. Changes in knowledge and practice can be accommodated by adding a new process, by resequencing processes, by subdividing processes, or by adding descriptive material within a process. Processes are at the core of other standards. For example, the International Organization for Standardization's quality standards (the ISO 9000 series) are based on identification of business processes. 9. We added some illustrations. When it comes to work...
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This document was uploaded on 09/27/2013.

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