A

GUIDE TO THE PROJECT

MANAGEMENT BODY OF KNOWLEDGE
(PMBOK® Guide)
OVERVIEW

Dr. Ir. Rahayu S. Arifin MSc. PMP

September 2018

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OVERVIEW
•  The Standard for Project Management
–  Developed using a process based on the concepts of consensus, openness,
due process and balance.
–  A foundaVonal reference for PMI’s project management professional
development program and pracVce

•  Why need Standard for Project Management
–  Every project is unique; project management needs to be tailored to fit the
needs of the project
–  IdenVfies the processes that are considered “good pracVces”

•  Project managers may use one or more methodology

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COMMON VOCABULARY
•  Common vocabulary is an essenVal element of
a professional discipline.
•  It gives the standard professional terminology
that are useful and consistent.
•  The standard terms help stakeholder to
understand one another, and to manage their
expectaVon
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CODE OF ETHICS AND PROFESSIONAL CONDUCT

•  Promote confidence in the project

management profession.
•  Helps in making wise decision when faced
with difficulty.
•  Maintain integrity or values.
•  Responsibility, Respect, Fairness and Honesty
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UNIQUE PRODUCT, SERVICE OR
RESULT
•  Project must be unique in product, service or result.
•  ObjecVve is the outcome toward a works performed
•  Deliverable is any unique and verifiable product,
result that is capable of performing a service as
intended
•  Projects can involve a single individual, group and
organizaVon OR it can involve mulVple organizaVons
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TEMPORARY ENDEAVOR
•  Project must have a beginning and end.
•  Temporary does NOT mean short in duraVon
•  A project ends when:
–  ObjecVves have been achieved
–  ObjecVves can or will NOT be achieved
–  The need for project no longer exist
•  Project deliverables may exist beyond the project’s
end à Ie. Monuments
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DRIVER FOR CHANGE
•  Projects drive change in organizaVons
•  “Change” means from current state to future state
•  The change or transiVon must have a “specific
objecVve”
•  MulVple steps may be made along the transiVon
journey.
•  Successful project results will bring closer to the
transiVon or future state.
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 TRANSITION STATE OF ORGANIZATION

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Figure 1-1, Page. 6 8
VALUE ENABLER
•  Most projects are undertaken for the benefit or return.
•  Benefits can mean tangible, intangible or both.
•  A successful project that achieves its objecVve will
bring in value such as money, goods, Vme and other
intangible returns to its stakeholder
•  Examples of tangible element: money, tools, uVlity,
etc.
•  Examples of intangible element: goodwill, public
benefit, trademark, etc.
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 PROJECT INITIATION FACTORS
•  There are 4 fundamental iniVaVon factors.
•  Projects are iniVated in response to
environmental factors of organizaVons
•  OrganizaVons will need to respond to these
factors to keep them viable and relevant.
•  Projects provide the means for
organizaVons to successfully make the
necessary changes to deal with these
factors.
•  It is imperaVve for a project manager to
understand which factor that iniVates his/
her project.
PMBOK® Guide 6TH Edition ©2017 Project Management Institute, Inc.
Figure 1-2, Page. 8 10
 PROJECT INITIATION FACTORS - Examples
•  Understanding the factor(s) that lead to the
creaVon of project is helpful to the PM.
•  Therefore, the earlier is a PM’s involvement
in a project, the bejer it is.
•  It provides informaVon and reasons as to
why a project is undertaken such as project
scope, duraVon, Vmeline and success
criteria.
•  It helps a PM to influence the stakeholder
to stay focused on the objecVve of the
project, thus manage the expectaVon of the
stakeholder.
PMBOK® Guide 6TH Edition ©2017 Project Management Institute, Inc.
Table 1-1, Page. 9 11
PROJECT LIFE CYCLE
•  Series of phases that a project passes through from
start to finish.
•  These “phases” provide the basic framework of a
project.
•  These “phases” can be sequenVal, iteraVve or
overlapping.
•  PM team is to determine the best life cycle for each
project.
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 “GENERIC” PROJECT LIFE CYCLE
•  The figure to the lel
shows a “generic”
project life cycle and the
interrelaVonship
between project process
groups and knowledge
areas.
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Figure 1-5, Page. 18 13
DEVELOPMENT LIFE CYCLE
•  One or more phases that are associated with the
development of product, service or result of a project.
•  Types of development life cycle:
1.  PredicVve
2.  IteraVve
3.  Incremental
4.  AdapVve (Agile + iteraVve + incremental)
5.  Hybrid (predicVve + adapVve)
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PROJECT LIFE CYCLE VS PRODUCT LIFE CYCLE
•  Product life cycle is the series of phases the represent
the evoluVon of a product. The phases include
concept, delivery, growth, maturity and to reVrement.
•  During a single product life cycle, there can mulVple
project life cycles
•  Example of product life cycle:
–  Product name: iPhone 4
–  During the product life cycle of iPhone 4, mulVple projects were
undertaken to update and upgrade its iOS system.

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PROJECT PHASE & PHASE GATE
•  Project phase is a collecVon of logically related project
that concludes at the compleVon of deliverable(s).
Large and complex projects can be divided into project
phases.
•  Phase gate is held at the end of a project phase. Phase
gates may be referred also as phase review, stage gate,
kill point and phase entrance or exit.

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 PROJECT MANAGEMENT PROCESSES
•  5 Project management process
groups
•  10 Project management
knowledge areas
•  47 Project management
processes
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Table 1-4, Page. 25 17
PROJECT STAKEHOLDER
•  Individual, group or organizaVon that may affect, be
effected by, or perceived itself to be affected by a
decision, acVvity, or outcome of a project
•  May have posiVve or negaVve impact on a project or
impacted by a project
•  It is the responsibility of a PM team to idenVfy,
analyze, control and monitor as well as manage the
expectaVons of project stakeholder
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 PROJECT STAKEHOLDER
•  2 types of stakeholder
1.  Internal
§  Sponsor
§  Project team
2.  External
§  Customers
§  Suppliers
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Figure 1-4, Page. 551 19
SIGNIFICANT OF PROJECT MANAGEMENT
•  EffecVve project management can lead to:
–  Meet business objecVves
–  SaVsfy stakeholder expectaVons
–  Increase chance of success
•  IneffecVve project management can lead to:
–  Project delay
–  Cost overruns
–  UnsaVsfied stakeholders
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PROJECT SUCCESS & BENEFIT
•  Project success create value and benefits
•  OrganizaVons need to manage with Vghter budget, shorter
Vmelines and fewer resources in a volaVle market
•  To remain compeVVve, organizaVons must embrace project
management to deliver business value
•  EffecVve and efficient project management enable
organizaVon to respond the changes of business environment

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PROJECT, PROGRAM & PORTFOLIO
•  A project may be managed in 3 separate scenarios:
1.  Stand-alone project
2.  Within a program
3.  Within a porpolia
•  Program – a group of related projects, subsidiary
programs and program acVviVes managed to obtain
the benefits for NOT managing them individually

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PROJECT, PROGRAM & PORTFOLIO
•  Porpolio – projects, programs, subsidiary porpolios
and operaVons management managed to achieve
strategic goals.
•  Project management differs from Program and
Porpolio management in their life cycles, acVviVes,
objecVves, focus and benefits.
•  However, they olen engage with the same
stakeholders to use the same resources
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 THE RELATIONSHIP
•  Program and project
management focus on
doing programs and
projects the “right” way
•  Porpolio management
focuses on doing the
“right” programs and
projecs
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Figure 1-3, Page. 12 24
OPERATIONS MANAGEMENT
•  It is an area outside of this guide
•  It focuses on the ongoing of a product using opVmal
resources to meet customer needs.
•  It concerns with managing processes that transform
“input” into “output”
•  OperaVons & Project can intersect during a product life
cycle such as during product development, improvement
process and at the end of product life cycle
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TAILORING
•  The appropriate project management processes should
selected to manage a project.
•  Not every process, input, tools & technique and output are
the same for every project. Every project is unique.
•  Therefore, a “tailoring” is necessary while upholding the
“good pracVce” of project management.
•  Tailoring should addressed the importance of each constraint
based on environment, culture and stakeholder needs.

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 BUSINESS DOCUMENTS
•  Project business case is
usually developed by a
project sponsor.
•  The 2 types of documents above is •  A PM is responsible for
not dependent on one another. providing oversights and
•  The are, however, will be recommendaVon of
developed and maintained project business case,
iteraVvely through the project life-
cycle. management plan etc.
PMBOK® Guide 6TH Edition ©2017 Project Management Institute, Inc.
Table 1-5, Page 29 27
 BUSINESS DOCUMENTS
1.  Needs assessment
2.  Project business case
–  Business needs
–  Analysis of the situaVon
–  RecommendaVon
–  EvaluaVon
3.  Project Benefit
Management Plan
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Figure 1-8, Page 30 28
BUSINESS DOCUMENTS
•  Needs Assessment
–  Comes before business case
–  Involves understanding business goal, issues & recommendaVon
–  The “needs assessment” may be summarized in the business case
document

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BUSINESS DOCUMENTS
•  Business Case shall include
1.  Business needs
•  What prompVng the need for acVon?
•  IdenVficaVon of stakeholder affected
•  IdenVficaVon of scope
2.  Analysis of the SituaVon
•  Strategy, goals, objecVves
•  Root causes, gap analysis
•  Known risks, criVcal success factors, decision criteria

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PROJECT SUCCESS MEASURES
•  Project management metrics à Vme, cost, scope & quality
•  Project stakeholders à saVsfacVon and business impact
–  NPV (Net Present Value)
–  Return On Investment (ROI)
–  IRR (Internal Rate of Return)
–  Etc…
•  It is possible that a project is successful from a scope/Vme/cost
viewpoints, but unsuccessful from a business viewpoint

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 QUIZ TIME!!!
•  10 problems
•  10 minutes

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