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A Case Study Of The Pmbok Guide

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The PMBOK® Guide Fifth Edition emphasizes the relationship between all ten knowledge areas of project management to illustrate that the entire planning process is a combination of interrelated activities and processes (Saladis & Kerzner, 2011, p130). This paper will first discuss each of the ten knowledge areas in detail, and then evaluate two project case studies as they relate to these ten knowledge areas.
Scope Management
Scope management is an important process for any project. It is the process that ensures all processes are defined and also what measures are taken in controlling these processes. There are six tasks involved in this process (a) planning scope; (b) collecting requirements of scope; (c) defining the scope; (d) creating the
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The project budget has to be determined during the planning phases of the project. The budget for a project needs to be realistic to satisfy the project stakeholders, and to control costs during the project implementation and execution.
There are four processes involved in project cost management (a) planning cost management; (b) estimating costs; (c) determining the budget; and (d) controlling costs. The first three of these processes need to be addressed during the planning phase of the project. The fourth process, controlling costs, is an ongoing process from the beginning to the completion of the project (Schwalbe, 2014, pp. 274-275).
Quality Management
The definition of project quality management is “ensuring that a project will satisfy the needs for which it was undertaken” (Schwalbe 2014, pg. G10). It is important in the planning stages of a project that the specifications of the stakeholder’s requirements be stated in writing. This ensures the “conformance to requirements”, and “fitness for use” objectives are met and the resulting product can be used as intended (Schwalbe 2014, pg.
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The goal was to reduce defects to 3.4 defects per million. “Over ten years, Motorola achieved $414 billion in savings, a five-fold increase in sales, and a 20 percent increase in annual profits” (Rose, 2005, p.32) by using the Six Sigma method.
Human Resource Management
The PMBOK Guide states: “Project Human Resources Management includes the processes that organize, manage and lead the project team” (Jarocki, 2014, p.15). This knowledge area is broken down into four distinct processes (a) planning the project team; (b) acquiring the talent; (c) developing the teams; and (d) managing the project team.
First, to develop a human resource management plan for a project, it is crucial to start by identifying and documenting the roles, required skills, and work responsibilities of the project team. This planning process will often include the drafting of an organizational chart to detail, in writing, the specific roles and responsibilities for each team member and will become the project staffing management plan (Schwalbe, 2014, pp. 363-393). Once there is an understanding of the project staffing needs the task moves to the next process; acquiring the
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