Pmbok 2000 edition pdf

And this is made possible by the efficient propagation of information and feedback through the predefined channels. The value delivery system comprises portfolios, programs, projects, and operations, and uses a governance system to manage issues, enable workflow, and support decision-making capabilities.

There are 12 principles defined in the Standard for Project Management —. Sounds a bit familiar like Agile principles? Image courtesy PMI. Want an easy way to remember in the SAME order?

Repeat this couple of times for 2 days and on the third day you can recall it with ease. For more such brain-friendly study resources and 2hrs of free video training , check out this page. As a project management practitioner or someone with educational or research interest StandardsPlus is a way to quickly refer to Project Management Institute standards and guides.

This digital platform connects PMBOK to content specifically created to help practitioners implement standards at work. StandardsPlus has tons of content in the easy-to-consume format such as articles, videos, audios, and downloadable templates. You can search for areas that you need help with at your job, and find relevant content. This way you will have direct access to the best practices from the trenches remember PMI standards are always created based on research into what is happening on the ground , and be sure of getting the best results at work!

You can also understand how these standards apply to the specific industry you work in. Lastly, you can learn all about Agile project management practices. If you are eligible to take the exam , prepare to take it in the current format. More info here. If you are already PMP certified, you can only wait. The earliest expected release date is sometime in early I will bring you more information as more is known. If you have any questions, leave them in the Comments section below.

We respect your email privacy. Bernardo Garcia July 13, , pm. PMI has been able to keep up with the pace of these changes and has been flexible to adopt emerging practices like Agile. Here are the core changes that PMP aspirants should know as they prepare for the exam based on sixth edition. Realigned Chapters — A few chapters are realigned in front end Chapters 1 to 3. The information from Chapter 1 to 3 will be furnished in two chapters namely Chapters 1 and 2.

There will be Process Tailoring, which implies analyzing the project to determine how much emphasis shall be laid on each process based on the scope and size of the project.

This concept will be emphasized for the first time in sixth edition. March 09, at PM. Will I be able to access updates as well? Or do I have to keep my membership active in order to have continuous access? Good question, Karen. March 14, at AM. April 30, at PM. Thanks you very much for your kindness.

Best Regard M. October 06, at PM. October 07, at AM. October 07, at PM. Look for the link in the post above. Basically it comes to this: 1. September 26, at AM. September 27, at PM. July 31, at AM.

Leave a Comment Cancel reply Loading Reply to Niranjan. Reply to Rajesh. Anonymous February 13, at PM Hi Niranjan, If you are the member and could not access member areas, call customer support and it would be done in days. Reply to Anonymous. Reply to Sg. Reply to tarekahf. Reply to Suresh. Harwinder Singh March 04, at PM Suresh, You are standing in front of a well, and asking for water : There's a ocean of study material on this site.

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The adequate level of detail must be carefully planned for the intent of the schedule. This technique is based in constructability analysis and is commonly used in engineering-procurement-construction projects. It involves the mobilization of construction experts in the engineering phase to help engineering specialists decide between design options such as mate- rials, construction techniques, and plant layout arrangements. The goal with this technique is to have the least expensive, fastest, and easiest-to- build design possible that still meets all of the functional requirements value engineering.

The update process must include a review of the cost and organizational breakdown structures so that those structures remain integrated throughout the project.

Assessing those logical relationships is essentially a manual process, while documenting them is usually performed with the aid of a computer. A particular case of discretionary dependen- cies are safety dependencies. Some construction sequences have no tech- nical interdependencies but, due to the proximity of the work areas or safety issues, may bring injury risk to the crews.

Safety specialists should consider analyzing the schedule or activities list and determine such depen- dencies. This method, although valid for project networks, is not commonly used. These diagramming techniques are not commonly used. Under the constraints, Section 6. A key event, which is also an imposed date on most construction contracts, is the project completion date.

This is the date when all contract scope should be turned over to the Client and is usually referred to as the Completion Date, Commercial Opera- tion Date, and Provisional Acceptance or similar. A post-delivery date is often defined in terms of a period after that one, and is called the Final Acceptance date. This is the date when the contract is actually closed, remaining for that project a relationship with the Client for warranty aspects only.

Development of the schedule needs to consider any limits and restrictions or other obligations placed on the project by federal, state or local regulations. For example, there may be load limits on road travel during certain times of the year which may restrict delivery of heavy machinery.

While the activities' relative and absolute weights are also attributes, they are treated as part of a separate process under this knowledge area, as they require specific inputs and tools to be produced. This technique is not commonly used in today's construction business. This technique is subject to some constraining factors, such as local working laws or labor union agreements, site conditions of temperature and light, physical state of the workers, safety conditions and others. A special case of duration compression in construction projects is called pre-assembly.

Pre-assembling parts allows work to be performed more safely and under a controlled environment, such as a warehouse or fab- rication shop, where weather conditions, access, and facilities availability are more suitable. Furthermore, pre-assembly allows on-site resources to perform other tasks and minimizes interference with other activities.

The progress monitoring curves are part of the performance reports. They are described in Section 6. A progress curve update is any modification to progress information caused by a modification in the project schedule, the WBS, or both. Appropriate stakeholders must be notified as needed. Progress curves updates may or may not require adjustments to other aspects of the project plan.

The WBS is the primary input to activity def- inition see Section 5. Activity attributes, in the context of activity weights def- inition, are any characteristics that are common for a group of activities.

Durations, costs, labor hours, and quantities are examples of activity attrib- utes. These estimates show what characteristic of the activity drives its duration. That aspect should be taken into account when determining the activity weights see Sec- tion 6. Specialists can determine which activity attribute should be used for determining activity weights for each level of the WBS. In the first levels of the WBS, the attribute is usually the deliverable cost.

When the decomposition level is sufficient to identify another attribute that is common to all activities in that level, the attribute should be used. When decomposition level reaches project activities, there is usually more than one common attribute and expert judgment is used to determine which of them should be used. Based on the attributes used to determine the weight of each project deliverable or activity, a summation of those attrib- utes is made and transformed into a percentage.

Relative weights are percentage weights to the activities decomposed from project. The relative weight of an activity represents its contribution to the project. Absolute weights are weights calculated by multiplying the relative weight of each deliverable to the total weight of the project.

The absolute weight of an activity represents its contribution to the pro- duction of the overall project. Actual progress is then plotted against the baseline as the project progresses pro- viding an on-going trend line which can be very helpful in forecasting future progress. Relative weights are discussed in the Section 6. Absolute weights are discussed in the Section 6.

The project schedule determines the start and finish dates for each project activity, and hence distributes its weights in time see Section 6. Each activity weight is calculated based on a particular activity attribute, such as man-hours consumption or material applied. For example, the length of time for back filling an area is a function of the volume of soil deposited in that area; the soil deposition rate is determined by the equipment capabilities and is linearly distributed along the activity duration.

Mathematical analysis is used to calculate the weight distribution along the project duration. Each activity has its weight and it is utilized according to standard curves. Computing the weight com- pleted for each activity in a work period gives the overall project progress for that work period.

Repeating the analysis for all project work periods gives the overall project progress curve. Project Management software can be used to automate the process of performing the mathematical analysis see Sec- tion 6. Progress curves are a graphic representation of the progress of the project. Reflecting period progress or cumulative progress of the project. Whether the activity dates used in the calculations are based on early or late dates. Whether progress is represented for the overall project or for particular WBS deliverables.

In Engineering-procurement-con- struction EPC projects, progress curves are usually plotted for both the overall project and the E, P, and C phases. A progress curve management plan describes how progress will be measured and monitored for actual progress calculations.

It may also describe how changes to the progress curves will be managed, but they usually are results of schedule changes. It may be formal or informal, highly detailed or broadly framed, based on the needs of the project.

Progress curves are used as the basis for comparison to the baseline see Section 6. The work performed up to the time when progress infor- mation is taken. The actual start and finish dates for the project activ- ities are the basis for actual progress calculation.

Progress Measurement Criteria are methods to determine how much progress has been accomplished for an activity if it is under progress in the data date. This applies to short duration activi- ties only one month or less. The percentage of the activity weight to be considered is the same as the percentage calculated by dividing the duration from the activity start to the data date by its original duration and multiplying the result by Pre-established progress measurement criteria are used to avoid conflict between stakeholders when assessing project progress.

Progress curve analysis involves evaluating actual progress versus baseline in order to take preventive action toward accom- plishing the progress for those activities. The evaluation includes examining the activities involved and their characteristics. The actual progress is the summation of weights, based on the pre-established progress measurement criteria, accomplished in or up to a work period. The progress monitoring curves are the graph- ical representation of the actual progress achieved in each control period, usually compared to a progress baseline.

A schedule update may be originated by the observa- tion that progress targets are constantly failing to be met. Corrective action is anything done to bring expected progress performance in line with the project plan. Corrective action is usu- ally taken in another aspect of the project and reflected in enhanced progress accomplishment.

The causes of variances, the reasoning behind the cor- rective action chosen, and other types of lessons learned from progress monitoring should be documented, so that they become part of the histor- ical database for both this project and other projects of the performing orga- nization.

Determining what resources people, equipment, materials and what quantities of each should be used to perform project activities. Developing an approximation estimate of the costs of the resources needed to complete project activities.

Allocating the overall cost estimate to individual work activities. Controlling changes to the project budget. All these major processes are used in Construction Projects. Lifecycle costing together with value engineering techniques see Section 4. See Section 7. It should include details about the site, outline of design parameters, outline of engineering requirements, technical defini- tions, construction timescale, applicable codes-standards, inspection-testing requirements, safety related requirements, and spare policy.

The amount of detail and the level of specificity of the resource pool description will vary". For example, during the engineering phase the pool may include "engineers" in large numbers. During the construction phase of the same project, however, the pool may require a larger number of skilled and unskilled "workers" than "engineers". On both domestic and international projects the contractor must become familiar with the local labor work force availability and factors affecting the local work force such as political demands and requirements.

These factors also have a significant effect on the criteria used for cost estimating see section 7. If it is planned to use a formal value engineering program it needs to be identified so that appropriate provisions for it may be made. Time durations described in Section 6. Contracts may include requirements that are not listed in the WBS such as providing staff assistance to the owner or office furnishings. Preparation of the estimate needs to be based on the expected methods of construction to be utilized throughout the project.

An essential analysis and subsequent decision nec- essary for resource planning is to identify which activities to perform with the contractor's own forces and which ones to subcontract out. For example, a company can decide to concentrate only on its core competencies and decide to contract out remaining scope of work. For design and construction projects, when the resources are required is also an important output.

Resource requirements are described in Section 7. As Con- struction Projects are labor intensive, labor productivity should be factored in. Rates vary depending on location, working conditions, hours of shift and other such factors.

A survey of the project or work site is required to understand the site conditions, facilities available and logistic require- ments. A checklist of items can be prepared to make sure all issues are cov- ered. These issues must be factored in the cost estimate. Industrial construction projects often use a variety of parameters depending on the type of construction involved piping, electrical or con- crete for example to develop a broad outline cost estimate.

They may be presented in summary or in detail. Costs must be estimated for all resources that will be charged to the project. This includes, but is not limited to, labor, materials, supplies, and special categories such as an inflation allowance or cost reserve.

Cost estimates are generally expressed in units of currency dollars, euros, yen, etc. In some cases, the esti- mator may use units of measure to estimate cost, such as staff hours or staff days, along with their cost estimates to facilitate appropriate management control. Cost estimating generally includes considering appropriate risk response planning, such as contingency plans. Cost estimates may benefit from being refined during the course of the project to reflect the additional detail avail- able".

For example, during the earlier phase of piping cost estimating, methods like estimating by length, estimating by weight, or estimating by ratio can be used. During later phases of the project, however, accurate quantities are known and can be used. For example, The Association for the Advancement of Cost Engineering AACE International has identified a progression of five types of estimates of con- struction costs during engineering: order of magnitude, conceptual, pre- liminary, definitive, and control.

It includes "all activities of the overall management function that determine the quality policy, objectives, and responsibilities and implements them by means such as quality plan- ning, assurance, control, and improvement, within the quality system 1.

Identifying which quality standards are relevant to the project and determining how to satisfy them. Note: in the construction industry quality standards are usually referred to as project specifications, which consists of the cus- tomer's requirements and all of the stated and implied regulatory requirements. Evaluating overall project performance on a reg- ular basis to provide confidence that the project will satisfy the rele- vant quality standards. Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance, as well as identify means to remedy to the non-compliance identified.

Grade is "a cate- gory or rank given to entities having the same functional use but different technical characteristics" 3. Low quality is always a problem; low grade may not be.

Determining and delivering the required levels of both quality and grade are the responsibilities of the project manager and the project man- agement team. Project Quality Management Overview 8. Quality policy is "the overall intentions and direction of an organization with regard to quality, as formally expressed by top manage- ment" 4.

The quality policy of the performing organization can often be adopted "as is" for use by the project. However, if the performing organi- zation lacks a formal quality policy, or if the project involves multiple per- forming organizations, as with a joint venture , then the project management team will need to develop a quality policy for the project.

In some instances, the customer may impose compliance to its own quality policy as part of the project specifications. Additionally, for a project of exceptional nature, it is advisable to jointly develop a common project vision and quality policy between the performing organization s , the cus- tomer, and other main project stakeholders. Regardless of the origin of the quality policy, the project management team is responsible for ensuring that the project stakeholders are fully aware of it e.

The scope statement described in Section 5. Although elements of the product description described in Section 5. The project management team must consider any application area-specific standards or regulations that will affect the project. Section 2. In the Con- struction industry these usually involve local, regional and national building codes, national and international engineering standards, regional and national safety regulations, as well as local, regional, national, and inter- national environmental regulations.

Some construction projects may have additional requirements due to their nature, example, the nuclear industry. In the construction industry project specifications issued by the customer include the project scope statement, the product description, and make ref- erence to all applicable standards and regulations.

In addition to the scope statement and product description, processes in other knowledge areas may produce outputs that should be considered as part of quality planning. For example, procurement planning described in Section See Section 8. Seldom used in construction. Creative process seeking to identify the best alternative in terms of methods, materials, processes in order to optimize the con- struction of the final product while taking into consideration issues such as its long term operating costs and usability.

Quality is not the only appli- cation for value engineering-see Section 4. Quality Assurance will be provided to the project management team and to the management of the performing organization, as well to the customer and others not actively involved in the work of the project. The quality planning tools and techniques described in Section 8. A quality audit is a structured review of the quality of the management of the project.

The objective of a quality audit is to assess the relevance and effec- tiveness of the established project management processes and procedures, to evaluate compliance with all applicable processes and procedures, as well as to define corrective actions for the non-conformance encountered, and to identify preventive actions seeking to improve the overall quality management of the project.

It should be performed throughout the project. Work results described in Section 4. The quality management plan is described in Section 8. Operational definitions are described in Section 8. Checklists are described in Section 8. Some customary inspec- tions in construction include construction sampling, and non destructive testing procedures such as ultra sound and x-rays.

Inspections are also var- iously called reviews, audits, and walkthroughs. In the construction industry, the outcome of such inspections during the close-out phase of the project is usually documented by the use of a punchlist.

Not often used in construction. This technique is used for construction projects. Prob- ably the most common use is in sampling concrete for strength control and there are other sampling applications as well.

Seldom used in construction as a quality control tool. Useful in specific areas of construction to predict the effec- tiveness of the quality control program 8. Quality improvement is described in Section 8. The items inspected will be either accepted or rejected.

Rejected items may require rework described in Section 8. Items that are inspected and found not to con- form to requirements commonly have a non conformance report prepared outlining the deficiencies. The report may also indicate the action needed to bring the items into conformance.

Rework is action taken to bring a defective or nonconforming item into compliance with requirements or specifications. Rework, especially unanticipated rework, is a frequent cause of cost and schedule overruns in construction projects.

The project team should make every reasonable effort to minimize rework. Often the cause of rework is deficient vendor-supplied equipment or material. This kind of deficiency can be prevented or mini- mized by the imposition of an approved quality control program at the sup- plier's plant. It includes all the project stake- holders-sponsors, customers, partners, individual contributors, and others described in Section 2. The project work force, as it relates to construction projects can be divided into managerial and labor forces.

The labor force, construction trades , are the largest com- ponent of the site work force, generally much larger than the managerial force.

This section will cover both work force components. Identifying, documenting, and assigning project roles, responsibilities, and reporting relationships, including assessing the general requirements and availability of the labor work force.

Getting the human resources needed assigned to and working on the project. Developing individual and group competencies to enhance project performance.

Each process may involve effort from one or more individuals or groups of individuals, based on the needs of the project. That is, the project team is not working in the familiar "cocoon" of their home office or trade association; but rather in an "artificial" environment that is the construction site.

As discussed later in this section, the methods and procedures for acquisition of labor for a construction project can vary significantly in different parts of the world, and managers of con- struction projects need to be very alert to local conditions and customs. The organizational interface for most design and construction projects is usually well defined as a result of long experience with this process: Owner, designer, contractor, sub- contractors, finance and regulatory agencies and, in some cases the gen- eral public.

The primary interface, of course, is usually between the Owner, designer and contractor s. Organizational interfaces can become critical in effectively managing certain contract forms such as design- build and construction management. The project stakeholders' roles and responsibilities must be clearly identified at the project outset.

See Section 9. These do constrain project alternatives and should be accounted for in the project plan 4. The owner or client often approves portions of the organizational plan either in the proposal or contract and it may be difficult to later change the structure without the owner's approval.

There is a wealth of information to be obtained from other similar projects done by the per- forming organization or even its competitors. Many construction companies, particularly the larger ones, have a variety of policies, guidelines, and procedures that can help the management team or perhaps mandate various aspects of orga- nizational planning and practices. Project roles who does what and responsibilities who decides what must be assigned to the appropriate project stakeholders.

Roles and responsibilities may vary over time. Project roles and responsibilities should be closely linked to the project scope definition and the WBS. This document is a key working element for the execution of the construc- tion project. If either or both of these elements change the staffing plan must be adjusted accordingly. Most staffing plans for construction projects will consist of company team mem- bers who are a part of the often permanent construction cadre, and addi- tional personnel hired often locally to fill positions more economically than moving in more permanent staff.

As is true with any project, but par- ticularly damaging to construction projects, events occur that were not con- templated in the staffing plan and some contingency needs to be provided in case these events happen.

For example, a key staff member may become ill or leave the project for another job leaving an important assignment uncovered. In the case of a project on a site foreign to the home country this can prove to be a very serious and expensive situation to resolve. Always a good idea, it is particularly important on a construction project, where most of the team is co-located, to provide a clear understanding of each member's role and competency insuring a smoother interper- sonal interface.

If it is not possible or probable to pro- vide such training, additional and relevant supervisory strength should be supplied to counteract this deficiency. Since construction projects may have a large labor work force and the financial success of the project can be closely linked to productivity, manpower leveling is often used to keep the work force as pro- ductive as possible.

Manpower leveling assigns the necessary workforce to each line item on the project schedule, projecting the total laborforce employed on a period basis. The output from this activity may indicate an unacceptable variation in the total force or in some of the trades compo- nents. In most cases the workforce can not be hired and fired on a regular basis without affecting the project's productivity and could also prove costly, due to excessive re-orienting and training.

Non-critical path items should be adjusted to level the manpower required to the extent possible. Sometimes a construc- tion firm may be asked to provide personnel to an "integrated organization" consisting of its own staff and that of the Owner. Local governments and certain funding agencies may require the use of a local labor workforce or percentage thereof.

Such a defined work- force may not possess the skills required to perform the required tasks either from a quality or productivity standpoint.