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A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and The Standard for Project Management
PMBOK® Guide is the go-to resource for project management practitioners. The project management profession has significantly evolved due to emerging technology, new approaches and rapid market changes. Reflecting this evolution, The Standard for Project Management enumerates 12 principles of project management and the PMBOK® Guide – Seventh Edition is structured around eight project performance domains.
This edition is designed to address practitioners' current and future needs and to help them be more proactive, innovative and nimble in enabling desired project outcomes.
This edition of thePMBOK®
Reflects the full range of development approaches (predictive, adaptive, hybrid, etc.);Provides an entire section devoted to tailoring the development approach and processes;Includes an expanded list of models, methods, and artifacts;Focuses on not just delivering project outputs but also enabling outcomes; and• Integrates with PMIstandards+™ for information and standards application content based on project type, development approach, and industry sector.
This edition is designed to address practitioners' current and future needs and to help them be more proactive, innovative and nimble in enabling desired project outcomes.
This edition of thePMBOK®
Reflects the full range of development approaches (predictive, adaptive, hybrid, etc.);Provides an entire section devoted to tailoring the development approach and processes;Includes an expanded list of models, methods, and artifacts;Focuses on not just delivering project outputs but also enabling outcomes; and• Integrates with PMIstandards+™ for information and standards application content based on project type, development approach, and industry sector.
341 pages, Kindle Edition
Published August 1, 2021
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November 29, 2022
The book is the seventh edition of PMI's signature publication "PMBOK" which was titled "A Guide to the Project management body of knowledge - seventh edition", a published in 2021, and it is considered an important artifact in the field of project management and a main study reference for the PMP Exam.
PMI in this edition Shift from process-based to principles-based standard, focus on outcomes rather than deliverables and emphasising on Tailoring while replacing the 12 knowledge area with the 8 project performance domain.
A noticeable focus was dicted to adabtive (and hybrid) project life cycle, benfits and value, organization context and outcom, in addition to the traditional knowledge the was rephrased and Introduced in different context.
Despite the repetitions within this book and the repetitions when compared to the previous versions, it is considered as a key reference for the practitioners in Project Management field and for those whom wants to pass the exam and be certified in PMP, and/or the other PMI's professional certifications, yet it importance may be subjected to the ability to link the knowledge provided in the real projects and evaluate the value it do (do not) add to these projects outcomes.
Recommended.
Quats:
"Program: Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually." Page 4
"Project. A temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a beginning and an end to the project work or a phase of the project work. Projects can stand alone or be part of a program or portfolio." Page 4
"Project management. The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management refers to guiding the project work to deliver the intended outcomes. Project teams can achieve the outcomes using a broad range of approaches (e.g., predictive, hybrid, and adaptive)." Page 4
"Project manager. The person assigned by the performing organization to lead the project
team that is responsible for achieving the project objectives.Project managers perform a variety of functions, such as facilitating the project team work to achieve the outcomes and managing the processes to deliver intended outcomes." Page 4
"The outcomes create benefits, which are gains realized by the organization. Benefits, in turn, create value, which is something of worth, importance, or usefulness." Page 10
"The customer is defined as the individual or group who has requested or is funding the project. The end user is the individual or group who will experience the direct use of the project deliverable." Page 13
"Business strategy. Business strategy is the reason for the project and all needs are related to the strategy to achieve the value." Page 35
"Alternatively, the business case is updated to capture an opportunity or minimize a problem identified by the project team and other stakeholders. If the project or its stakeholders are no longer aligned with the business need or if the project seems unlikely to provide the intended value, the organization may choose to terminate the effort." Page 35
"Value is the worth, importance, or usefulness of something. Value is subjective, in the sense that the same concept can have different values for different people and organizations." Page 35
"Effective leadership draws from or combines elements of various styles of leadership. Documented leadership styles range from autocratic, democratic, laissez-faire, directive, participative, assertive, supportive, and autocratic to consensus. Of all these, no single leadership style has proven to be the universally best or recommended approach. Instead, effective leadership is shown when it best fits a given situation. For example:
- In moments of chaos, directive action creates more clarity and momenturn than collaborative problem solving.
- For environments with highly competent and engaged staff, empowered delegation elicits more productivity than centralized coordination." Page 41
"An existing methodology or common way of working can inform the way in which a project is tailored A methodology is a system of practices, techniques, procedures, and rules used by those who work in a discipline. Project teams may be required to assume the methodology of the parent organization." Page 45
"Building adaptability and resiliency in a project keeps project teams focused on the desired outcome when internal and external factors change, and it helps them recover from setbacks. These characteristics also help project teams learn and improve so that they can quickly recover from failures or setbacks and continue making progress toward delivering value." Page 57
"Tailoring is the deliberate adaptation of the project management approach, governance, and processes to make them more suitable for the given environment and the work at hand. The tailoring process is driven by the guiding project management principles, organizational values, and organizational culture." Page 73
"Servant leadership is a style of leadership that focuses on understanding and addressing the needs and development of project team members in order to enable the highest possible project team performance. Servant leaders place emphasis on developing project team members to their highest potential by focusing on addressing questions, such as:
-Are project team members growing as individuals?
-Are project team members becoming healthier, wiser, freer, and more autonomous?
-Are project team members more likely to become servant leaders?" Page 85
"Critical thinking includes disciplined, rational, logical, evidence-based thinking. It requires an open mind and the ability to analyze objectively. Critical thinking, especially when applied to discovery, can include conceptual imagination, insight, and intuition. It can also include reflective thinking and metacognition (thinking about thinking and being aware of one's awareness)." Page 90
"Scope is the sum of the products, services, and results to be provided as a project." Page152
"Business case. A business case is a value proposition for a proposed project that may include financial and nonfinancial benefits." Page 252
"Roadmap. This document provides a high-level time line that depicts milestones, significant events, reviews, and decision points." Page 252
"Backlog: A backlog is an ordered list of work to be done. Projects may have a product backlog, a requirements backlog, impediments backlog, and so forth. Items in a backlog are prioritized. The prioritized work is then scheduled for upcoming iterations." Page 253
"The project management office (PMO) represents a management structure that standardizes project-related governance processes and facilitates the sharing of resources, tools, methodologies, and techniques. " Page 279
"Organizations establish PMOs for a variety of reasons but with one core benefit in mind: improved project management in terms of schedule, cost, quality, risk, and other facets. PMOS have many potential roles in aligning work with strategic goals: engaging and collaborating with stakeholders, developing talent, and realizing value from investments in projects." Page 279
"As a result (*of establishinga long term, stable team), quality, maintainability, and extensibility are often improved with long-serving teams rather than with teams that develop then handover products. These factors, in turn, contribute to creating value and sustaining value delivery." Page 280
* added
PMI in this edition Shift from process-based to principles-based standard, focus on outcomes rather than deliverables and emphasising on Tailoring while replacing the 12 knowledge area with the 8 project performance domain.
A noticeable focus was dicted to adabtive (and hybrid) project life cycle, benfits and value, organization context and outcom, in addition to the traditional knowledge the was rephrased and Introduced in different context.
Despite the repetitions within this book and the repetitions when compared to the previous versions, it is considered as a key reference for the practitioners in Project Management field and for those whom wants to pass the exam and be certified in PMP, and/or the other PMI's professional certifications, yet it importance may be subjected to the ability to link the knowledge provided in the real projects and evaluate the value it do (do not) add to these projects outcomes.
Recommended.
Quats:
"Program: Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually." Page 4
"Project. A temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a beginning and an end to the project work or a phase of the project work. Projects can stand alone or be part of a program or portfolio." Page 4
"Project management. The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management refers to guiding the project work to deliver the intended outcomes. Project teams can achieve the outcomes using a broad range of approaches (e.g., predictive, hybrid, and adaptive)." Page 4
"Project manager. The person assigned by the performing organization to lead the project
team that is responsible for achieving the project objectives.Project managers perform a variety of functions, such as facilitating the project team work to achieve the outcomes and managing the processes to deliver intended outcomes." Page 4
"The outcomes create benefits, which are gains realized by the organization. Benefits, in turn, create value, which is something of worth, importance, or usefulness." Page 10
"The customer is defined as the individual or group who has requested or is funding the project. The end user is the individual or group who will experience the direct use of the project deliverable." Page 13
"Business strategy. Business strategy is the reason for the project and all needs are related to the strategy to achieve the value." Page 35
"Alternatively, the business case is updated to capture an opportunity or minimize a problem identified by the project team and other stakeholders. If the project or its stakeholders are no longer aligned with the business need or if the project seems unlikely to provide the intended value, the organization may choose to terminate the effort." Page 35
"Value is the worth, importance, or usefulness of something. Value is subjective, in the sense that the same concept can have different values for different people and organizations." Page 35
"Effective leadership draws from or combines elements of various styles of leadership. Documented leadership styles range from autocratic, democratic, laissez-faire, directive, participative, assertive, supportive, and autocratic to consensus. Of all these, no single leadership style has proven to be the universally best or recommended approach. Instead, effective leadership is shown when it best fits a given situation. For example:
- In moments of chaos, directive action creates more clarity and momenturn than collaborative problem solving.
- For environments with highly competent and engaged staff, empowered delegation elicits more productivity than centralized coordination." Page 41
"An existing methodology or common way of working can inform the way in which a project is tailored A methodology is a system of practices, techniques, procedures, and rules used by those who work in a discipline. Project teams may be required to assume the methodology of the parent organization." Page 45
"Building adaptability and resiliency in a project keeps project teams focused on the desired outcome when internal and external factors change, and it helps them recover from setbacks. These characteristics also help project teams learn and improve so that they can quickly recover from failures or setbacks and continue making progress toward delivering value." Page 57
"Tailoring is the deliberate adaptation of the project management approach, governance, and processes to make them more suitable for the given environment and the work at hand. The tailoring process is driven by the guiding project management principles, organizational values, and organizational culture." Page 73
"Servant leadership is a style of leadership that focuses on understanding and addressing the needs and development of project team members in order to enable the highest possible project team performance. Servant leaders place emphasis on developing project team members to their highest potential by focusing on addressing questions, such as:
-Are project team members growing as individuals?
-Are project team members becoming healthier, wiser, freer, and more autonomous?
-Are project team members more likely to become servant leaders?" Page 85
"Critical thinking includes disciplined, rational, logical, evidence-based thinking. It requires an open mind and the ability to analyze objectively. Critical thinking, especially when applied to discovery, can include conceptual imagination, insight, and intuition. It can also include reflective thinking and metacognition (thinking about thinking and being aware of one's awareness)." Page 90
"Scope is the sum of the products, services, and results to be provided as a project." Page152
"Business case. A business case is a value proposition for a proposed project that may include financial and nonfinancial benefits." Page 252
"Roadmap. This document provides a high-level time line that depicts milestones, significant events, reviews, and decision points." Page 252
"Backlog: A backlog is an ordered list of work to be done. Projects may have a product backlog, a requirements backlog, impediments backlog, and so forth. Items in a backlog are prioritized. The prioritized work is then scheduled for upcoming iterations." Page 253
"The project management office (PMO) represents a management structure that standardizes project-related governance processes and facilitates the sharing of resources, tools, methodologies, and techniques. " Page 279
"Organizations establish PMOs for a variety of reasons but with one core benefit in mind: improved project management in terms of schedule, cost, quality, risk, and other facets. PMOS have many potential roles in aligning work with strategic goals: engaging and collaborating with stakeholders, developing talent, and realizing value from investments in projects." Page 279
"As a result (*of establishinga long term, stable team), quality, maintainability, and extensibility are often improved with long-serving teams rather than with teams that develop then handover products. These factors, in turn, contribute to creating value and sustaining value delivery." Page 280
* added
Displaying 1 of 1 review