The
Project Management Body of Knowledge (PMBOK®) is an inclusive term that
describes
the sum of knowledge within the profession of project management. As with other
professions such as law, medicine, and accounting, the body of know
edge rests with the practitioners and academics that
apply and advance it. The
full project management body of knowledge includes
knowledge of proven tra-
ditional
practices that are widely applied, as well as knowledge of innovative and
advanced practices that have seen more limited use, and
includes both published
and unpublished material.
This
chapter defines and explains several key terms and provides an overview
of the rest of the document. It includes the following
major sections:
1.1
Purpose of This Guide
1.3 What Is
Project Management?
1.4
Relationship to Other Management Disciplines
1.1 PURPOSE OF THIS GUIDE
Project
management is an emerging profession. The primary purpose of this doc-
ument is to identify and describe that subset of the
PMBOK® that is generally accepted. Generally
accepted means that the knowledge and practices described are
applicable to most projects most of the time, and that there is widespread consensus
about their value and usefulness. Generally accepted does not mean that the
knowledge and practices described are or should be applied uniformly on all
projects; the project management team is always responsible for deter- mining what
is appropriate for any given project.
This
document is also intended to provide a common lexicon within the pro- fession
and practice for talking and writing about project management. Project management is a relatively young
profession, and while there is substantial com- monality around what is done, there is relatively little commonality in
the terms used.
This
document provides a basic reference for anyone interested in the profession of
project management. This includes, but is not limited to:
Managers
of project managers.
Project managers and other project team members.
Project customers and other project stakeholders.
Functional managers with employees assigned to project
teams.
Educators teaching project management and related
subjects.
Consultants and other specialists in project management
and related fields.
Trainers developing project management educational
programs.
As
a basic reference, this document is neither comprehensive nor all inclusive.
Appendix E discusses application area extensions while Appendix F lists sources
of further information on project
management.
This
document is also used by the Project Management Institute as a basic ref- erence about project management knowledge and
practices for its professional
development programs including:
Certification of Project Management Professionals (PMP®).
Accreditation of educational programs in project
management.
1.2 WHAT IS A
PROJECT?
Organizations perform work. Work generally involves
either operations or projects, although the two may overlap. Operations and
projects share many characteristics; for example, they are:
Performed by people.
Constrained by limited resources.
Planned, executed, and controlled.
Projects are often
implemented as a means of achieving an organization's strategic plan. Operations and projects differ primarily in that
operations are ongoing and repetitive while projects are temporary and
unique. A project can thus
be defined in terms of its distinctive characteristics—a project is a
temporary endeavor undertaken to create a unique product or service.Temporary
means that every project has a definite
beginning and a definite end. Unique means that the product or
service is different in some distinguishing way from all other products or services. For many organizations, projects are a
means to respond to those requests
that cannot be addressed within the organization's normal operational limits.
Projects are undertaken at all levels of the organization. They may
involve a single
person or many thousands. Their duration ranges from a few weeks to more than
five years. Projects may involve a single unit of one organization or may cross
organizational boundaries, as in joint ventures and partnering. Projects are
critical to the realization of the performing organization's business strategy
because proj- ects are a means by which strategy is implemented. Examples of
projects include:
Developing a new product or service.
Effecting a change in structure, staffing, or style of an
organization.
Designing a new transportation vehicle.
Developing or acquiring a new or modified information
system.
Constructing a building or facility.
Building a water system for a community in a developing
country.
Running a campaign for political office.
Implementing a new
business procedure or process.
1.2.1 Temporary
Temporary means that every project has a definite beginning and a definite end.
The end is reached when the project's objectives have been achieved, or when it becomes clear
that the project objectives will not or cannot be met, or the need for the
project no longer exists and the project is terminated. Temporary does not necessarily mean short in duration; many projects
last for several years. In every case, however, the duration of a
project is finite; projects are not ongoing efforts.
In addition,
temporary does not generally apply to the product or service cre- ated by the
project. Projects may often have intended and unintended social, eco- nomic, and environmental impacts that far outlast
the projects themselves. Most projects are undertaken to create a lasting
result. For example, a project to erect a national monument will create a
result expected to last centuries. A series of projects and/or complementary
projects in parallel may be required to achieve a strategic objective.
The objectives of
projects and operations are fundamentally different. The objective of a
project is to attain the objective and close the project. The objective of an ongoing nonprojectized operation is normally
to sustain the business. Projects are
fundamentally different because the project ceases when its declared objectives have
been attained, while nonproject undertakings adopt a new set of objectives and continue to work.
The temporary
nature of projects may apply to other aspects of the endeavor as well:
The opportunity or
market window is usually temporary—most projects have a limited time frame in
which to produce their product or service.
The project team, as a team, seldom outlives the project—most projects are performed by a team created for the sole purpose of performing the
project, and the team is disbanded when the project is comple
1.2.2
Unique Product, Service, or Resul
Projects involve doing something that has not been done
before and which is, therefore, unique. A product or service may be
unique even if the category to which it belongs is large. For example, many
thousands of office buildings have been developed, but each individual
facility is unique—different owner, different design, different location,
different contractors, and so on. The presence of repet- itive elements does not change the fundamental
uniqueness of the project work.
For
example:
A project to develop a new commercial airliner may require
multiple prototypes.
A project to bring a new drug to market may require
thousands of doses of the drug to support clinical trials.
A real estate
development project may include hundreds of individual units.
A development
project (e.g., water and sanitation) may be implemented in five geographic
areas.
1.2.3 Progressive Elaboration
Progressive
elaboration is a characteristic of projects that integrates the concepts
of temporary and unique. Because the
product of each project is unique, the char- acteristics that distinguish the
product or service must be progressively elaborated. Progressively means
"proceeding in steps; continuing steadily by increments,"while
elaborated means "worked out with care and detail; developed
thoroughly" (1). These distinguishing
characteristics will be broadly defined early in the project, and will
be made more explicit and detailed as the project team develops a better and more complete understanding of the
product.
Progressive elaboration of product
characteristics must be carefully coordinated with proper project scope
definition, particularly if the project is performed under contract. When
properly defined, the scope of the project—the work to be done— should remain
constant even as the product characteristics are progressively elab- orated. The relationship between product scope and
project scope is discussed further in the introduction to Chapter 5.
The following two examples illustrate
progressive elaboration in two different application areas.
Example 1. Development of a chemical processing plant begins with process
engineering to define the characteristics of the process. These characteristics
are used
to design the major processing units. This information becomes the basis for
engineering design, which defines both the detail plant layout and the
mechanical characteristics of the process
units and ancillary facilities. All of these result in design drawings
that are elaborated to produce fabrication drawings (construction isometrics). During construction, interpretations
and adaptations are made as needed
and subject to proper approval. This further elaboration of the character- istics
is captured by as-built drawings. During test and turnover, further
elaboration of the characteristics is often made in the form of final operating
adjustments.
Example 2. The product of an
economic development project may initially bedefined as: "Improve the
quality of life of the lowest income residents of commu- nity X." As the
project proceeds, the products may be described more specifically as, for
example: "Provide access to food and water to 500 low income residents in
community X." The next round of progressive elaboration might focus
exclusively on increasing agriculture
production and marketing, with provision of water deemed to be secondary
priority to be initiated once the agriculture component is well under way.
1.3 WHAT IS
PROJECT MANAGEMENT?
Project management is the
application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management
is accom- plished through the use of the processes such as: initiating,
planning, executing, controlling, and closing. The project team manages the
work of the projects, and the work typically involves:
Competing demands for: scope, time, cost, risk, and
quality.
Stakeholders with differing needs and expectations.
Identified requirements.
It is important to
note that many of the processes within project management are iterative in
nature. This is in part due to the existence of and the necessity for progressive elaboration in a project throughout the
project life cycle; i.e., the more
you know about your project, the better you are able to manage it.
The term project managementis
sometimes used to describe an organizational approach
to the management of ongoing operations. This approach, more prop- erly called
management by projects, treats many aspects of ongoing operations as projects to apply project management techniques
to them. Although an understanding of
project management is critical to an organization that is man- aging by
projects, a detailed discussion of the approach itself is outside the scope of this document.
Knowledge about
project management can be organized in many ways. This document has two major
sections and twelve chapters, as described below.
1.3.1 The Project Management Framework
Section I, The Project Management Framework, provides a
basic structure for understanding project management.
Chapter 1, Introduction, defines key terms and
provides an overview of the rest of the document.
Chapter 2, The Project Management Context,
describes the environment inwhich projects operate. The
project management team must understand this broader context—managing the
day-to-day activities of the project is necessary for success but not sufficient.
Chapter 3, Project Management Processes, describes
a generalized view of how the various
project management processes commonly
interact. Understanding these interactions is essential to understanding the
material presented in Chapters 4 through
12.
1.3.2 The Project Management Knowledge
Areas
Section II, The Project Management Knowledge Areas,
describes project management knowledge and practice in terms of their component
processes. These processes have been organized into nine knowledge areas, as described
below and as illustrated in Figure 1-1.
Chapter 4,
Project Integration Management, describes the processes required to ensure
that the various elements of the project are properly coordinated. It consists of project plan development, project plan execution,
and integrated change control.
Chapter 5, Project Scope Management, describes the processes
required to ensure that the project includes all the work required,
and only the work
required, to complete the project
successfully. It consists of initiation, scope plan- ning, scope definition, scope verification, and scope change control.
Chapter 6, Project Time Management, describes the processes
required to ensure
timely completion of the project. It consists of activity definition, activity sequencing, activity duration estimating, schedule
development, and schedule control.
Chapter 7, Project Cost Management, describes the processes
required to ensure that the project is completed within the approved budget. It
consists of resource
planning, cost estimating, cost budgeting, and cost control.
Chapter 8,
Project Quality Management, describes the processes required to ensure that the project will satisfy the needs for
which it was undertaken. It con- sists of quality planning, quality assurance,
and quality control.
Chapter 9,
Project Human Resource Management, describes the processes required to make
the most effective use of the people involved with the project. It consists of
organizational planning, staff acquisition, and team development.
Chapter 10,
Project Communications Management, describes the processes required to
ensure timely and appropriate generation, collection, dissemination,
storage, and
ultimate disposition of project information. It consists of commu- nications
planning, information distribution, performance reporting, and admin- istrative
closure.
Chapter 11, Project Risk Management, describes the processes
concerned with
identifying, analyzing, and responding to project risk. It consists of risk
man- agement planning, risk identification,
qualitative risk analysis, quantitative risk analysis, risk response planning,
and risk monitoring and control.
Chapter 12,
Project Procurement Management, describes the processes required to
acquire goods and services from outside the performing organization. It
consists of procurement planning, solicitation planning, solicitation, source
selec- tion, contract administration, and contract closeout
1.4 RELATIONSHIP TO OTHER MANAGEMENT DISCIPLINES
Much
of the knowledge needed to manage projects is unique to project manage ment
(e.g., critical path analysis and work breakdown structures). However, the PMBOK® does overlap other management disciplines, as
illustrated in Figure 1-2.
General management encompasses
planning, organizing, staffing, executing, and controlling the operations of an ongoing enterprise. General management
also includes supporting disciplines such as law, strategic planning,
logistics, and human resources management. The PMBOK® overlaps or modifies general management in
many areas—organizational behavior, financial forecasting, and planning tech-
niques, to name just a few. Section 2.4 provides a more detailed discussion of
gen- eral management.
Application
areas
are categories of projects that have common elements signif- icant in such projects, but are not needed or
present in all projects. Application
areas are usually defined in terms of:
-
Functional departments and supporting disciplines, such
as legal, production
and inventory management, marketing, logistics and personnel.
-
Technical elements, such as software development,
pharmaceuticals, water
and sanitation engineering, or construction engineering.
-
Management
specializations, such as government contracting, community development, or new product development.
-
Industry
groups, such as automotive, chemicals, agriculture, or financial services.
Appendix E includes a
more detailed discussion of project management appli- cation areas
1.5 RELATED ENDEAVORS
Certain types of
endeavors are closely related to projects. There is often a hier-
archy of strategic
plan, program, project, and subproject, in which a program consisting of several associated projects will contribute to the
achievement of a strategic plan. These related undertakings are described
below.
Programs. A program
is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually (2). Many
pro-
grams also include
elements of ongoing operations. For example:
-
The "XYZ airplane program" includes both the
project or projects to design and develop the aircraft, as well as the ongoing
manufacturing and support of that craft in the field.
-
Many electronics firms have program managers who
are responsible for bothindividual
product releases (projects) and the coordination of multiple releases over time (an ongoing operation).
Programs may also
involve a series of repetitive or cyclical undertakings; for
example:
-
Utilities often speak of an annual "construction program,"
a regular, ongoing operation that involves many projects.
-
Many nonprofit organizations have a
"fundraising program," an ongoing effort to obtain financial support that often involves a series of discrete
projects, such as a membership drive
or anauction.
-
Publishing a newspaper or magazine is also a program—the
periodical itself is an ongoing effort, but each individual issue is a
project.
In some application
areas, program management and project management are
treated
as synonyms; in others, project management is a subset of program man- agement.
This diversity of meaning makes it imperative that any discussion of program
management versus project management be preceded by agreement on a clear
and consistent definition of each term.
Subprojects. Projects are frequently divided into more manageable compo- nents or
subprojects. Subprojects are often contracted to an external enterprise
or
to another functional unit in the performing
organization. Examples include: s Subprojects based on the project process, such as a single phase.
-
Subprojects according to human resource skill
requirements, such as the
installation of
plumbing or electrical fixtures on a construction project.
-
Subprojects involving technology, such as automated
testing of computer pro- grams on a software development project.
Subprojects are typically referred to as projects and
managed as such. Project Portfolio
Management. Project portfolio management refers to the selection and support of projects or program investments. These
investments in projects
and programs are guided by the organization's strategic plan and avail- able
resources
Nama : Thomas saputra
NPM : 27112358
Kelas : 2KB05
Dosen : Budiman
Matakuliah : Softskill Manajemen Proyek dan Resiko
