Project Management Body of Knowledge (PMBOK) Guide 4th Edition
Chapter 1 – Introduction
- Project: A temporary endeavor undertaken to create a unique product, service, or result. Projects, within programs or portfolios, are a means of achieving organizational goals and objectives, often in the context of a strategic plan.
- Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
- Project Management Office (PMO): An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project.
- Program: A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Projects within a program are related through the common outcome or collective capability.
- Program Management: The centralized coordinated management of a program to achieve the program’s strategic objectives and benefits. Program management focuses on project interdependencies and helps determine the optimal approach for managing them.
- Portfolio: A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.
- Portfolio Management: The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives.
- Operations: Permanent endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle.
- Enterprise Environmental Factors: Both internal and external environmental factors that surround or influence a project’s success, to include, but not limited to: organizational culture, government/industry standards, infrastructure, existing human resources, personnel administration, marketplace conditions, stakeholder risk tolerances, political climate, and PM information systems.
- (1.2) Projects can have social, economic, and environmental impacts that far outlast the projects themselves.
- (1.5) Projects require project management while operations require business process management (BPM) or operations management.
- (1.6) Effective project management requires that the project manager (PM) possesses the following characteristics:
- Knowledge: What the PM knows about project management
- Performance: What the PM can do when applying project management knowledge
- Personal: Behavior, attitude, leadership, balance and other core characteristics of the PM
- (1.8) Enterprise environmental factors are considered inputs to most planning processes.
4 thoughts on “Project Management Body of Knowledge (PMBOK) Notes – Introduction (Chapter 1)”
This is a great pieces work. I am project management student and require more of that to horn my skills. Thanks alot.
Glad they can help! Any feedback is appreciated. Will hopefully have another chapter or two up next week… -Kevin
I am a lecturer for the ICM DIPLOMA IN PROJECT MANAGEMENT conducting tutorials for uniformed forces, Am keenly following your work man. Give us more of it. Mhaka Munyaradzi, Byo, Zimbabwe , Southern Africa
Thank you for adding to the knowledge pool. I am a long time Project/Program Manager (practicing since 1982), I have an MBA and a MPM. I am a former PMP, who loves the PMBOK, but not the PMI culture. I have taught Project Management for many years and appreciate you effort.
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