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Guide to the
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PROJECT MANAGEMENT
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BODY OF KNOWLEDGE
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(PMBOK® GUIDE)
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Sixth Edition
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INTRODUCTION
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1.1 Overview and Purpose of this Guide
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Project management is not new. It has been in use for hundreds of years. Examples of
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project outcomes include:
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• Panama Canal,
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• Julius Caesar’s Bridge over the Rhine River,
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• Great Wall of China,
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• Pyramids of Giza,
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• Human beings walking on the moon,
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• Placement of the International Space Station into Earth’s orbit,
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• Olympic Games,
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• Creation of portable devices to use the global positioning system (GPS), and
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• Development of commercial jet airplanes.
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The outcomes of these projects were the result of leaders and managers applying project
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management processes, tools, and techniques to their work. The managers of these projects
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used a set of key skills and applied knowledge to satisfy their customers and other people
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involved in and affected by the project. By the mid-19th century, project managers began
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the work of seeking recognition for project management as a profession. One aspect of this
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work involved obtaining agreement on the content of the body of knowledge (BOK) called
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project management. This BOK became known as the Project Management Body of Knowledge
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(PMBOK). Project Management Institute (PMI) produced a baseline of charts and glossaries
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for the PMBOK. Project managers soon realized that no single book could contain the entire
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PMBOK. Therefore, PMI developed and published A Guide to the Project Management Body of
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Knowledge (PMBOK® Guide).
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PMI defines the project management body of knowledge (PMBOK) as a term that describes the
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knowledge within the profession of project management. The project management body of
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knowledge includes proven traditional practices that are widely applied as well as
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innovative practices that are emerging in the profession.
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The body of knowledge (BOK) includes both published and unpublished materials. This body
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of knowledge is constantly evolving. This PMBOK® Guide identifies a subset of the project
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management body of knowledge that is generally recognized as good practice.
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• Generally recognized means the knowledge and practices described are applicable to
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most projects most of the time, and there is consensus about their value and usefulness.
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• Good practice means there is general agreement that the application of the
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knowledge, skills, tools, and techniques to project management processes can enhance the
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chance of success over many projects in delivering the expected business values and
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results.
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The project manager works with the project team and other members of the organization to
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determine and use the appropriate generally recognized good practices for each project.
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Determining the appropriate combination of processes, inputs, tools, techniques, outputs
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and life cycle phases to manage a project is referred to as “tailoring” the application of
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the knowledge described in this guide.
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This PMBOK® Guide is different from a methodology. A methodology is a system of practices,
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techniques, procedures, and rules used by those who work in a discipline. This PMBOK®
Guide is a foundation upon which organizations can build methodologies, policies,
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procedures, rules, tools and techniques, and life cycle phases needed to practice project
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management.
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1.1.1 The Standard for Project Management
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This guide is based on The Standard for Project Management [1]. The standard is a
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foundational reference for PMI’s project management professional development programs and
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the practice of project management. The standard identifies the processes that are
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considered good practices on most projects, most of the time. The standard also identifies
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the inputs and outputs that are usually associated with those processes. The PMBOK® Guide
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further assists the practitioner by providing more detail about key concepts, emerging
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trends, considerations for tailoring the project management processes, and information on
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how tools and techniques are applied to projects. Project managers may use one or more
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methodologies to implement the project management processes outlined in the standard.
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The scope of this guide is limited to the discipline of project management. PMI publishes
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two other standards that address the management of portfolios and programs:
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• The Standard for Portfolio Management [2], and
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• The Standard for Program Management [3].
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1.1.2 Common Vocabulary
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A common vocabulary is an essential element of a professional discipline. The PMI Lexicon
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of Project Management Terms [4] provides the foundational professional vocabulary that can
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be consistently used by portfolio, program, and project managers and their stakeholders.
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The Lexicon will continue to evolve over time. The glossary to this guide expands the
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vocabulary in the Lexicon by including additional definitions. There may be other
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industry-specific terms used in projects that will be defined by that industry’s
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literature.
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1.1.3 Code of Ethics and Professional Conduct
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project management profession and to help an individual in making wise decisions,
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particularly when faced with difficult situations where the individual may be asked to
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compromise his or her integrity or values. The values that the global project management
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community defines as most important and that are the basis of the code are responsibility,
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respect, fairness, and honesty.
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The Code of Ethics and Professional Conduct includes both aspirational standards and
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mandatory standards. The aspirational standards describe the conduct that practitioners
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strive to uphold. Although adherence to the aspirational standards is not easily measured,
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conduct in accordance with these is an expectation for those who consider themselves to be
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professionals—it is not optional. The mandatory standards establish firm requirements and,
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in some cases, limit or prohibit practitioner behavior. Practitioners who do not conduct
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themselves in accordance with these standards are subject to disciplinary procedures
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before PMI’s Ethics Review Committee.
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1.2 Foundational Elements
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This section describes foundational elements necessary for working in and understanding
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the discipline of project management.
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1.2.1 Projects
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A project is a temporary endeavor undertaken to create a unique product, service, or
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result.
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• Unique product, service, or result. Something toward which work is to be directed,
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a strategic position to be attained, a purpose to be achieved, a result to be obtained, a
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product to be produced, or a service to be performed is defined as an objective. Any
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unique and verifiable product, result, or capability to perform a service that is required
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to be produced to complete a process, phase, or project is defined as a deliverable.
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Projects are undertaken to fulfill objectives by producing deliverables. Deliverables may
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be tangible or intangible.
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Fulfillment of project objectives may produce one or more of the following deliverables:
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• A unique product that can be either a component of another item, an enhancement
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or correction to an item, or a new end item in itself (e.g., the correction of a defect in
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an end item);
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• A unique service or a capability to perform a service (e.g., a business
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function that supports production or distribution);
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• A unique result, such as an outcome or document (e.g., a research project that
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develops knowledge that can be used to determine whether a trend exists or a new process
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will benefit society); and
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• A unique combination of one or more products, services, or results (e.g., a
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software application, its associated documentation, and help desk services).
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Because of the unique nature of projects, there may be uncertainty associated with, or
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differences in, the deliverables that the project creates.
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Repetitive elements may be present in some project deliverables and activities. This
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repetition does not change the fundamental and unique characteristics of the project work.
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For example, office buildings can be constructed with the same or similar materials and by
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the same or different teams. However, each building project remains unique in key
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characteristics (e.g., location, design, environment, situation, people involved).
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Projects are undertaken at all organizational levels. A project can involve a single
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individual or a group. A project can involve a single organizational unit or multiple
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organizational units from multiple organizations.
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Examples of projects include but are not limited to:
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• Developing a new pharmaceutical compound for market,
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• Expanding a tour guide service,
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• Merging two organizations,
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• Improving a business process within an organization,
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• Acquiring and installing a new computer hardware system for use in an organization,
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• Exploring for oil in a region,
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• Modifying a computer software program used in an organization,
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