PMI PMBOK 2000 - Überblick

PMI and PMBOK® Standard itSMF Kongress, Dezember 2004 Hamburg Thomas Walenta, PMP PMI Frankfurt Chapter e.V. www.pmifc.de 1 Agenda Einführung in PMI und den PMBOK Standard ü PMI Organisation ü PMI Frankfurt Chapter ü PMBOK Standard Kontext und Struktur ü Weitere PMI Standards und Produkte 2 Sprache Das Ziel von PMI (Project Management Institute) Weltweit werden Organisationen Projektmanagement akzeptieren, wertschätzen und nutzen und ihren Erfolg damit begründen. Worldwide, organizations will embrace, value and utilize project management and attribute their success to it. Die globale Projektmanagement Sprache ist englisch. Projekte werden immer internationaler. Die meiste Literatur ist in englisch. So the following slides are in English language. 3 Who is PMI? The Project Management Institute (PMI) is the world’s leading not-for-profit global professional organization for project management knowledge, information and professionalism. established 1969 > 145.000 members (22% growth) > 95.000 certified PMPs PMI Global Operations Centre: Newtown Square, Pennsylvania, USA PMI Regional Service Centres: EMEA Brussels, Belgium (2003) AP Singapore (2005) www.pmi.org 4 PMI on the Globe Members in more than 125 Countries About 235 chartered Chapters, 35 potential Chapters Germany: PMI Frankfurt Chapter (560 members, founded 1988), supporting local groups in Hamburg and Dresden PMI Munich Chapter (270 members, founded 1998) PMI Cologne Chapter (120 members, founded 2002) PMI Berlin/Brandenburg Chapter (80 members, 2004) Over 35 Chapters in Europe 33 chartered Special Interest Groups (SIG) and 5 potential SIGs, e.g. Information Systems SIG 2 Colleges (Performance Mgmt. & Scheduling) 5 PMI membership growth globally and in EMEA PMI estimates… • 4.5 million potential U.S. practitioners • 16.5 million potential global practitioners • $10 trillion spent globally on projects yearly 6 Project Management - Accelerating Trends • Corporate globalization • Team environment • Massive mergers and • Importance of interpersonal reorganizations skills • Flatter organizations • Multinational projects • Drive for faster results • Recognition of cultural differences • Dependence on technology 7 History of PMI‘s PMBOK Guide, ‚A Guide to Project Management Body of Knowledge‘ 1983 -------------------------------------- 1987 --------------------- 1996 ----------------------------------------------------------------- 2000 6 official languages, IEEE/ANSI Standard, 216 pages ---------------- 2004 12 languages ------------------------------------------------ IEEE/ANSI Standard, 388 pages 2008 next edition ------ (project starts 2005) 8 PMBOK 2000: Introduction „The Project Management Body of Knowledge (PMBOK®) ... describes the sum of knowledge within the profession of project management“ „Purpose of this Guide ... to identify and describe that subset of the PMBOK® that is generally accepted.“ 9 PMBOK 2000: What is a Project? A project is “a temporary endeavor undertaken to create a unique product or service.” Temporary means that every project has a ? Budget definite beginning and a definite end…. ? Complexity “projects are not ongoing efforts”. “Temporary does not generally apply to the ? More than 1 product or service created by the project.” organization ? ... Unique means that the product or service is different in some distinguishing way from all similar products or services. 10 PMBOK 2000: Nine Knowledge Areas Project Management Ch. 4: Project Integration Ch. 5: Project Scope Ch. 6: Project Time Management Management Management Ch. 7: Project Cost Ch. 8: Project Quality Ch. 9: Project Human Management Management Resource Management Ch. 10: Project Communi- Ch. 11: Project Risk Ch. 12: Project Procure- cations Management Management ment Management 11 Chapter 3: The Five Process Groups Initiating Planning Processes Processes Controlling Executing Processes Processes Closing Processes 12 PMBOK 2000: 5 Process Groups and 39 Processes Initiating Planning Executing Controlling Closing Activity Scope Sequencing Contract Initiation Planning Activity Schedule Close-out Definition Activity Development Scope Duration Definition Estimating Resource Performance Administrative Planning Cost Reporting Closure Cost Budgeting Estimating Core Integrated Risk Processes Project Plan Project Plan Management Execution Change Development Control Planning Scope Facilitating Quality Planning Quality Assurance Verification Processes Scope Change Communic. Information Control Planning Distribution Quality Risk Control Risk Qualitative Quantiative Response Identification Risk Analysis Risk Analysis Planning Risk Monitoring and Control Procurement Solicitation Source Contract Solicitation Planning Planning Selection Admin.