Project Management Institute

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Project Management Institute
(PMI)
Bin Li
CS607
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Intro
The Project Management Institute (PMI),
incorporated in 1969, was founded by five
volunteers, with its headquarters in Newtown
Square, outside Philadelphia to project
management, and manages several levels of project
management certification., Pennsylvania. It has
published a number of standards related The
standard Project Management Body of Knowledge
(PMBOK) guide, currently in its third edition, is
the only ANSI standard for project management.
The levels of certification are Certified
Associate in Project Management (CAPM) and
Project Management Professional (PMP), the latter
being more advanced. The publication, A Standard
for Program Management, defines a standard for
program managers. PMI manages one certification
level related to program management, namely,
Program Management Professional (PgMP).
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Intro
As of 2006, PMI reported over 220,010 members and
over 180,000 PMP certificates in 175 countries.
Over 44,000 PMP certifications expire annually a
PMP must document ongoing project management
experience and education every three years to
keep his or her certification current. There are
more than 240 local PMI chapters located in 67
countries, and 30 Specific Interest Groups
(SIGs). In addition, PMI has two colleges the
College of Performance Management and the College
of Scheduling.
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Certification
The Project Management Institute (PMI) is the
worlds leading association for the project
management profession. It administers a
globally recognized, rigorous, education, and/or
professional experience and examination-based
professional credentialing program that maintains
an ISO 9001 certification in Quality Management
Systems.
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Project Management standardize generally
Institute (PMI) published the first PMBOK in an
attempt to document and accepted project
management information and practices. The
current edition, the third edition, was released
on October 31, 2004 and provides a basic
reference for Project Management. The PMBOK Guide
is widely accepted to be the standard in project
management, although it has its critics The
main thrust of the critique comes from the
critical chain (vs. critical path) followers
(e.g. Leach). Others consider Agile approaches
to software development - such as Scrum, for
instance - to be more useful alternatives to
master the threads stemming from complexity,
unpredictability, and risk in project
settlements. The PMBOK documents information and
practices applicable to any type of project, not
just IT related projects.
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PMBOK
The PMBOK is a collection of processes and
knowledge areas generally accepted as best
practice within the project management
discipline. The PMBOK is an internationally
recognizable standard (IEEE Std 1490-2003) that
provides the fundamentals of project management
that are applicable to a wide range of projects,
including construction, software, engineering,
automotive, etc.
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PMBOK

• PMBOK recognizes 5 basic process groups and 9
  knowledge areas typical of almost all projects.
  The basic concepts are applicable to projects,
  programs and operations. The five basic process
  groups are
• Initiating
• Planning
• Executing
• Controlling and Monitoring
• Closing.
• Processes overlap and interact throughout a
  project or phase. Processes are described in
  terms of
• Inputs (documents, plans, designs, etc.) Tools
  and Techniques (mechanisms applied to inputs)
  Outputs (documents, products, etc.)

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PMBOK
The PMBOK lists the Nine Knowledge Areas and the
sub areas

• Project Integration Management
• Project Plan Development
• Project Plan Execution
• Integrated Change Control

• Project Time Management
• Activity Definition
• Activity Sequencing
• Activity Duration Estimating
• Schedule Development
• Schedule Control

• Project Scope Management
• Initiation
• Scope Planning
• Scope Definition
• Scope Verification
• Scope Change Control

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PMBOK

• Project Human Resource Management
• Organizational Planning
• Staff Acquisition
• Team Development

• Project Cost Management
• Resource Planning
• Cost Estimating
• Cost Budgeting
• Cost Control

• Project Quality Management
• Quality Planning
• Quality Assurance
• Quality Control

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PMBOK

• Project Communications Management
• Communications Planning
• Information Distribution
• Performance Reporting
• Administrative Closure

• Project Procurement Management
• Procurement Planning
• Plan Contracting
• Request Sellers Response
• Select Sellers
• Contract Administration
• Contract Closeout

• Project Risk Management
• Risk Management Planning
• Risk Identification
• Qualitative Risk Analysis
• Quantitative Risk Analysis
• Risk Response Planning
• Risk Monitoring and Control

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Although much of PMBOK is unique to project
management, some areas overlap with other
management disciplines. General management also
includes planning, organizing, staffing,
executing, and controlling the operations of an
organization. Financial forecasting,
organizational behavior, and planning techniques
also are integral to project management. Of
course, the most important skill for successful
project management is communications. Project
managers are expected to be in near-continuous
communication with all stakeholders.
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For some dedicated PMI Project Managers, a new
standard is developing, Organisational Project
Management Maturity Model (OPM3). Containing
three interlocking elements - knowledge,
assessment, and improvement the OPM3 standard is
similar to the Capability Maturity Model
Integration (CMMI) in that it develops upon the
model of project management using the PMBOK Guide
as the accepted standard.
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A complete sample system of PMI

• The Cornerstone of PMI is PMBOK

• PMBOK Extension Standard for different industry
• -Government Extension for PMBOK Guide - 2000
  Edition
• -Construction Extension to the PMBOK Guide - 2000
  Edition
• -U.S. DoD Extension to the PMBOK Guide

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A complete sample system of PMI

• PMBOK Extension Standard for different
  administrative arrangement
• -The Exposure Draft for Program Management
• -The Exposure Draft for Portfolio Management

• Practice Standard
• -Practice Standard for Work Breakdown Structures
  (WBS)
• -Practice Standard of Earned Value Management
  (EVM)

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• Project Management Competency Development
  Framework (PMCD Framework )
• -Three key dimensionality of a project manager
• Knowledge Competence
• Performance Competence
• Personal Competence
• -Ability standard of a project manager
• Unit of Competence
• Competence Cluster
• Element, specific to each Competence Cluster
• Criteria, specific to each Element

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A complete sample system of PMI

• Organisational Project Management Maturity Model
  (OPM3)

• Combined Standards Glossary

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A complete sample system of PMI