LEADER 06162nam 22005293 450 001 9911004757203321 005 20231219034507.0 010 $a9781523150281 010 $a1523150289 010 $a9781628257847 010 $a1628257849 035 $a(MiAaPQ)EBC7133224 035 $a(Au-PeEL)EBL7133224 035 $a(CKB)25299451100041 035 $a(OCoLC)1350470306 035 $a(OCoLC-P)1350470306 035 $a(CaSebORM)9781628257847 035 $a(OCoLC)1350686670 035 $a(EXLCZ)9925299451100041 100 $a20221112d2023 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 00$aProcess groups $ea practice guide 205 $a1st ed. 210 1$aNewtown Square, Pennsylvania :$cProject Management Institute,$d[2023] 210 4$d©2023 215 $a1 online resource (389 pages) 311 08$aPrint version: PMI, Project Management Institute Process Groups: A Practice Guide Chicago : Project Management Institute,c2022 9781628257830 327 $a1. Introduction -- 1.1 Project Management -- 1.1.1 Importance of Project Management -- 1.1.2 Foundational Elements -- 1.2 Projects -- 1.2.1 Projects Drive Change -- 1.2.2 Projects Enable Business Value Creation -- 1.2.3 Contexts for Project Initiation -- 1.3 Programs and Program Management -- 1.4 Portfolios and Portfolio Management -- 1.5 Relationship Among Portfolios, Programs, and Projects -- 1.6 Organizational Project Management (OPM) -- 1.7 Project Components and Considerations -- 1.7.1 Project and Development Life Cycles -- 1.7.2 Project Phase -- 1.7.3 Phase Gate -- 1.7.4 Project Management Processes -- 1.7.5 Project Management Process Groups -- 1.8 Project Management Data and Information -- 1.9 Tailoring -- 1.10 Benefits Management and Business Documents -- 1.11 Project Charter, Project Management Plan, and Project Documents -- 1.12 Project Success Measures -- 2. The Project Environment -- 2.1 Enterprise Environmental Factors -- 2.1.1 EEFs Internal to the Organization -- 2.1.2 EEFs External to the Organization -- 2.2 Organizational Process Assets -- 2.2.1 Plans, Processes, and Documents -- 2.2.2 Organizational Knowledge Repositories -- 2.3 Governance -- 2.3.1 Organizational Governance -- 2.3.2 Project Governance -- 2.4 Management Elements -- 2.5 Organizational Structures -- 2.5.1 Organizational Structure Types -- 2.5.2 Factors in Organizational Structure Selection -- 2.6 Project Management Office -- 3. Role of the Project Manager -- 3.1 The Project Manager's Sphere of Influence -- 3.1.1 The Project -- 3.1.2 The Organization -- 3.1.3 The Industry -- 3.1.4 Project Stakeholders -- 3.2 Project Manager Competences -- 3.2.1 Ways of Working -- 3.2.2 Business Acumen -- 3.2.3 Power Skills -- 3.3 Qualities and Skills of a Leader -- 3.3.1 Leadership Styles. 327 $a3.3.2 Leadership Compared to Management -- 3.3.3 Politics, Power, and Getting Things Done -- 3.3.4 Personality -- 3.4 Performing Integration -- 3.4.1 Performing Integration at the Process Level -- 3.4.2 Integration at the Cognitive Level -- 3.4.3 Integration at the Context Level -- 3.4.4 Integration and Complexity -- 4. Initiating Process Group -- 4.1 Develop Project Charter -- 4.2 Identify Stakeholders -- 5. Planning Process Group -- 5.1 Develop Project Management Plan -- 5.2 Plan Scope Management -- 5.3 Collect Requirements -- 5.4 Define Scope -- 5.5 Create WBS -- 5.6 Plan Schedule Management -- 5.7 Define Activities -- 5.8 Sequence Activities -- 5.9 Estimate Activity Durations -- 5.10 Develop Schedule -- 5.11 Plan Cost Management -- 5.12 Estimate Costs -- 5.13 Determine Budget -- 5.14 Plan Quality Management -- 5.15 Plan Resource Management -- 5.16 Estimate Activity Resources -- 5.17 Plan Communications Management -- 5.18 Plan Risk Management -- 5.19 Identify Risks -- 5.20 Perform Qualitative Risk Analysis -- 5.21 Perform Quantitative Risk Analysis -- 5.22 Plan Risk Responses -- 5.23 Plan Procurement Management -- 5.24 Plan Stakeholder Engagement -- 6. Executing Process Group -- 6.1 Direct and Manage Project Work -- 6.2 Manage Project Knowledge -- 6.3 Manage Quality -- 6.4 Acquire Resources -- 6.5 Develop Team -- 6.6 Manage Team -- 6.7 Manage Communications -- 6.8 Implement Risk Responses -- 6.9 Conduct Procurements -- 6.10 Manage Stakeholder Engagement -- 7. Monitoring and Controlling Process Group -- 7.1 Monitor and Control Project Work -- 7.2 Perform Integrated Change Control -- 7.3 Validate Scope -- 7.4 Control Scope -- 7.5 Control Schedule -- 7.6 Control Costs -- 7.7 Control Quality -- 7.8 Control Resources -- 7.9 Monitor Communications -- 7.10 Monitor Risks -- 7.11 Control Procurements -- 7.12 Monitor Stakeholder Engagement. 327 $a8. Closing Process Group -- 8.1 Close Project or Phase -- 9. Inputs and Outputs -- 10. Tools and Techniques -- References -- Appendix X1: Contributors and Reviewers of Process Groups: A Practice Guide -- X1.1 Reviewers -- X1.2 PMI Staff -- Glossary -- 1. Inclusions and Exclusions -- 2. Common Acronyms -- 3. Definitions -- Index. 330 $aNeed help on how to get work done using traditional project management practices? Then, Process Groups: A Practice Guide is the right supplemental guide for you. This important companion to, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), offers useful and practical guidance for a predictive approach to project management practices. This practice guide influences your way of working, ensuring you are equipped with the information you need to succeed in this changing profession. What's in the guide? You'll find a process-based project management approach for guiding your projects, aligning methodologies, and evaluating project management capabilities. 606 $aProject management$xStandards 615 0$aProject management$xStandards. 676 $a658.4/04 712 02$aProject Management Institute. 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 801 2$bAuAdUSA 906 $aBOOK 912 $a9911004757203321 996 $aProcess groups$94388471 997 $aUNINA