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Pmbok 6th edition epub. Pmbok 6th edition book.ytilauQ nalP 1.1.8 tnemeganaM ytilauQ nalP 1.8 TNEMEGANAM YTILAUQ TCEJORP .STLUSER SSENISUB ROF ELBASNEPSIDNI TNEMEGANAM TCEJORP I'm gonna go TNEMEGANAM ELUDEHCS TCEJORP .tnemeganam tcejorp fo noisseforp eht nihtiw egdelwonk eht sebircsed taht mret a sa )KOBMP( egdelwonk fo ydob tnemeganam tcejorpeht senifat Isumoc.noissimrepI don't know. of a defect in an end item); A unique service or a capability toperform a service (e.g., a business function that supports production or distribution); A unique result, such as an outcome or document (e.g., a research project that develops knowledge that can be used to determine whether a trend exists or a new process will benefit society); and A unique combination of one or more products, services, or results(e.g., a software application, its associated documentation, and help desk services). Effective project management helps individuals, groups, and public and private organizations to: Meet business objectives; Satisfy stakeholder expectations; Be more predictable; Increase chances of success; Deliver the right products at the right time; Resolveproblems and issues; Respond to risks in a timely manner; Optimize the use of organizational resources; Identify, recover, or terminate failing projects; Manage constraints (e.g., scope, quality, schedule, costs, resources); Balance the influence of constraints on the project (e.g., increased scope may increase cost or schedule); and Manage change in abetter manner. Any certification or other statement of compliance with any health or safety-related information in this document shall not be attributable to PMI and is solely the responsibility of the certifier or maker of the statement. As an American National Standards Institute (ANSI) standard, The Standard for Project Management was developedusing a process based on the concepts of consensus, openness, due process, and balance. Unique product, service, or result. An objective is defined as an outcome toward which work is to be directed, a strategic position to be attained, a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed. Projectmanagement focuses on interdependencies within a project to determine the optimal approach for managing the project. PROJECT COST #### isk responses 11.6.1 Implement risk responses: Entries 11.6.2 Implement risk responses: Tools and techniques 11.6.3Implement Risk Responses: Departures 11.7.1 Risk Monitor 11.7.1 Risk Monitor: Entry 11.7.2 Monitoring Risks: Tools and Techniques 11.7.3.3 Risk Monitor: Exit 12. The managers of these projects used a set of key skills and applied knowledge to satisfy their clients and other people involved and affected by the project. The Role of Project Manager3.1 Overview 3.2 Definition of a Project Manager 3.3 The sphere of influence of project manager 3.3.1 General description 3.3.2 Project 3.3.3 Organization 3.3.4 Industry 3.3.5 Professional Discipline 3.3.6 In all disciplines 3.4 Project Manager competencies 3.4.1 Overview 3.4.2 Technical Project Management Skills 3.4.3 Strategic and BusinessManagement Skills 3.4.4.4 Leadership Skills 3.4.5 Leadership and Management Comparison 3.5 Integration realization 3.5.1 Integration realization at process level 3.5. 2 Cognitive level integration 3.5.3 Context level integration 3.5.4 Integration and complexity 4. Figure 1-3 illustrates an example of how portfolios, programmes, projects andoperations are related in a specific situation. PMI defines the commercial value as the net quantifiable benefit derived from a commercial effort. PMI Book Service Center P.O. Box 932683, Atlanta, GA 31193-2683 USA Telephone: 1-866-276-4764 (within the United States or Canada) or 1-770-280-4129 (global) Fax: 1-770-280-4113 Email:info@bookorders.pmi.org printed in the United States of America. For a commercial order or price information, contact Independent Publishers Group: Independent Publishers Group Order Department 814Franklin Street Chicago, IL 60610 USA Telephone: 1 800-888-4741 Fax: 1 312-337-5985 Email: orders@ipgbook.com (only for orders) For allother queries, contact the PMI Book Service Center. Standard for project management part 3. theeht htiw egagne netfo snoitarepo dna ,stcejorp ,smargorp ,soiloftrop ,revewoH .2-1 erugiF .stnenopmoc lla fo eliforp ksir etagergga eht fo tnemeganam eht ezilartneC .noitacilbup siht yb derevoc cipot eht ni tseretni na evah ohw snosrep fo sweiv eht tuoskees ro /dna sreetnulov rehtegot sgnirb ssecorp sihT .margorp a otni rehtegot depuorg eb yam stcejorp ,snoitautis esoht nI .noitazinagro na rof sevitcejbo dna slaog fo tes a hsilpmocca ot dedeen eb yam stcejorp elpitlum ,elpmaxe roF .stifeneb dna ,sucof ,sevitcejbo ,seitivitca , selcyc efil rieht ni tnemeganam tcejorp morf reffid tnemeganam oiloftropdna tnemeganam margorP .sraey fo sderdnuh rof esu ni neeb sah tI .tnemtsevni no nruter derised eht gnizilaer fo doohilekil eht esaercnI .ecitcarp doog sa dezingocer yllareneg si taht egdelwonk fo ydob tnemeganam tcejorp eht fo tesbus A seifitnedi ediug ÂÃherkobmp siht .tcejorp eht rof deifitnedi sessecorp tnemeganam tcejorp eht fo noitargetnidna noitacilpa etairporppa eht hguort dehsilpmoccc a si tnemeganam tcejorP .tcejorp hcae fo eulav ssenisub eht dna noitazinagro eht fo sevitcejbo cigetarts eht ot knil dluohs yletamitlu srotcaf esehT .sessecorp esoht htiw detaicossa yllausu era taht stuptuo dna stupni eht seifitnedi osla dradnats ehT .seigetarts lanoitazinagro htiw dengila dna htiwtnetsisnoc si oiloftrop eht taht smrifnoc osla tnemeganam oiloftroP .stcejorp htiw tcaretni yeht eerged eht ot ylno desserdda eb lliw smargorp dna soiloftroP .stcejorp dna ,smargorp ,soiloftrop fo murtceps lluf eht naht rehtar ,tnemeganam tcejorp fo enilpicsid eht ot detimil si ediug siht fo epocs ehT .devreser sthgir llA .stifeneb dna ecnamrofrepdetcepxe no desab secruoser lacisyhp dna ,laicnanif ,namuh fo noitacolla dezirohtua swolla ecnanrevog detanidrooc sihT .dradnats SNA na ot ecnamrofnoc rof yrassecen stnemeriuqer niatnoc ton seod ti ,noitidda nI .KOBMP eht rof seirassolg dna strahc fo enilesab a decudorp ) Imp (Etutitsni tnemeganam Those interested and perhaps need to use thesame resources (come the graph 1-3), which can lead to a conflict in the organization. Anyone who uses this document must depend on the independent trial of it or, as appropriate, request the advice of a competent professional to determine the exercise of reasonable attention in any given circumstance. Examples of tangible elements are: monetaryassets, shareholders' actions, useful, arrangements, tools and market shares. 1 Introduction “N 1.1 General view and application of this guide The project management is not new. This portfolio vision also allows the implementation and coordination of appropriate portfolios, programs and governance. Temporary treatment The manage for themanagement of projects 1. The glossary of this guide includes vocabulary in the lexicon along with additional definitions. The Lexicon will continue evolving over time. The wallet vision allows organizations to see how strategic objectives are reflected in the portfolio. Projects can produce social, economic, material or environmental products. Aportfolio is defined as projects, programs, subsidiary portfolios and operations managed as a group to achieve strategic objectives. An aspect of this work implied the obtaining of an agreement on the content of the knowledge set (BOK) called Project Management. The planning of the organization and the portfolio affects the components through risk-based prioritization, financing and other considerations. The benefit of the projects can be tangible, intangible or both. The portfolio programs or projects may not necessarily be interdependent or directly related. Programs are not great projects. The projects are carried out at all levels of organization. The graph 1-3 A sample portfolio structure thatindicates the relationships between programs, projects, shared resources and interested parties. OTHER TYPES: GUÉA PMBOK DESCRIPTION: SIXTH EDITI. You worry about worrying Processes that transform inputs (for example, materials, components, energy and labor) in products (for example, products, goods and/or services). The effective andefficient management of projects should be considered a strategic competence within organizations. To obtain information about the program management, see The Standard for Program Management [3]. PMI does not claim and does not guarantee or guarantee, expressed or implemented, in terms of the accuracy or integrity of any publishedinformation here, and does not claim and does not guarantee that the information in this document fulfills any of its particular prones or needs. The standard for project management is a fundamental reference for professional development programs for PMI projects and the process of project management. Determine the proper combination ofprocesses, inputs, tools, techniques, products and phases of the life cycle to manage a project is called the application of the knowledge described in this guide. It guarantees that business operations continue efficiently using the last resources necessary to meet customer demands. Management Communications Project 10.1 CommunicationsManagement Plan 10.1.1 Management: Inputs 10.1.2 Communications Plan Management: Tools and techniques 10.1.3 Communications Management: Products 10.2 Communications Management 10.2.1 Communications Management: Inputs 10.2 .2 COMMUNICATION MANAGEMENT: TOOLS AND TEFICS 10.2.3 Manage communications: Outputs10.3 Communications monitor 10.3.1 Communications monitor: Inputs 10.3.2 Communications monitor: Tools and techniques 10.3.3 Communications monitor: Outputs 11. 1.2.3.3. A portfolio is defined as projects, programs, subsidiary wallets and operations managed as a group to achieve objectives anu anu se senoicarepo ed n³Ãitseg aLSENOICAREPO SAL ED N ÃITSEG 4.3.2.1 .amargorp nu ed ortned samargorp sorto y sotceyorp a ereifer es amargorp led etnenopmoc nU that is outside the scope of formal project management as described in this guide. Table 1-2 gives a comparative overview of portfolios, programs, and projects. For more information on portfolio management, seeThe Standard for Portfolio Management [2]. PMI does not certify, test, or inspect products, designs, or installations for safety or health purposes. 14 Campus Boulevard Newtown Square, Pennsylvania 19073-3299 USA Phone: 1 610-356-4600 Fax: 1 610-356-4647 Email: customercare@pmi.org Website: www.PMI.org à Â2017 ProjectManagement Institute, Inc. Deliverables may be tangible or intangible. Before the project begins, the organization is commonly referred to as being in the current state. PMI disclaims liability for any personal injury, property or other damages of any nature whatsoever, whether special, indirect, consequential or compensatory, directly or indirectlyresulting from the publication, use of application, or reliance on this document. THE ENVIRONMENT IN WHICH PROJECTS OPERATE 2.1 Overview 2.2 Enterprise Environmental Factors 2.2.1 EEFs Internal to the Organization 2.2.2 EEFs External to the Organization 2.3 Organizational Process Assets 2.3.1 Processes, Policies, and Procedures 2.3.2Organizational Knowledge Repositories 2.4 Organizational Systems 2.4.1 Overview 2.4.2 Organizational Governance Frameworks 2.4.3 Management Elements 2.4.4 Organizational Structure Types 3. Similarly, all of the water projects may be grouped together as a water portfolio. No part of this work may be reproduced or transmitted in any form orby any means, electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission of the publisher. The benefit may be tangible, intangible, or both. content is copyright protected by U.S. intellectual property law that is recognized by most countries. Organizational leaders initiate projectsin response to factors acting o selaicremoc saigetartse sal raibmac o ratnemelpmI ;sadaseretni setrap sal ed sedadisecen o seduticilos sal recafsitaS ;selaicos o selagel ,soiratnemalger sotisiuqer sol noc rilpmuc :)2-1 arugiF rev( otceyorp nu ed otxetnoc le nartsuli euq ,serotcaf sotse arap selatnemadnuf sa Ãrogetac ortauc yaH ?redaeRe im nesajabarT¿Â ti lliW elbaliavA snoitidE kooBe )7102 peS( etutitsnI tnemeganaM tcejorPROW :sthgiR5481528261879 NBSI7102 rebmetpeS :etaD noitacilbuP)00.431 AC( )00.99 SU( 00.99 ,repaP edarTFDP ,tekcopiboM ,BUPE ,repaP edarT :stamroF57.11 x 52.8 ,segaP 657SCIMONOCE & SSENISUBediuG  ÃKOBMP .socis Ãf sosrucer y opiuqe edn³Ãicangisa al eciroirP .arutcurtsearfni ed n³Ãicazinagro al ed aretrac al ed selargetni setnenopmoc ne netreivnoc es ralimis auga ed amargorp le y aicnetop ed amargorp le ,otnat ol roP .]6[ acitc¡Ãrp ed a Ãug anu :senoicazinagro sal ne oibmac led n³ÃitseG etlusnoc ,sotceyorp ed oibmac le y n³Ãitseg al erbos n³Ãicamrofni s¡Ãm renetbo araP .sellateds¡Ãm arap snoissimrep/gro.imp.www//:ptth a ayaV .ojabart us a sacinc Ãt y satneimarreh ,sosecorp ,soipicnirp ,sotceyorp ed n³Ãitseg ed sacitc¡Ãrp nabacilpa euq setnereg y sered Ãl ed odatluser le noreuf sotceyorp sotse ed sodatluser soL .sotceyorp ed n³Ãitseg al arap sodinU sodatsE sol ed orcul ed senif nis lanoiseforp n³Ãicazinagro anu se )IMP(etutitsnI tnemeganaM tcejorP lE .selaicremoc saigetartse sal y n³Ãicazinagro anu ed saunitnoc senoicarepo sal ne neyulfni serotcaf sotsE otceyorp led n³Ãicaicini ed otxetnoC .selbagertne odneicudorp sovitejbo sol noc rilpmuc arap sotceyorp nazilaer eS .selatnemadnuf serotcaf ed sa Ãrogetac sal ed s¡Ãm o anu noc esraenila na Ãrdop olpmeje edserotcaf sol om³Ãc artsuli 1-1 albaT aL .amargorp nu ne rapurga nedeup es sodanoicaler sotceyorp sose ,a Ãgrene rareneg arap a Ãgrene ed atnalp al arepo ogeul y a Ãgrene ed atnalp anu ed n³Ãiccurtsnoc al y o Ãesid le ne sotceyorp eneit n³Ãicazinagro al odnauc ,ograbme niS .senoicazinagro sus etnemavitcefe etnemavitcefe arap sotceyorp edaretrac anu ed osu le raelpme nedeup senoicazinagro sanuglA .) ÂKOBMP a ÃuG( sotceyorp ed n³Ãitseg ed otneimiconoc ed opreuc led a Ãug anu ³Ãcilbup y ³Ãllorrased IMP ,otnat ol roP .soicivres o sosecorp ,sotcudorp ralgerra o rarojem ,raerc y I'm gonna go PUORG SSECORP GNILLORTNOC DNA GNIROTINOM .emit nevig yna ta yawrednu erataht stcejorp dna smargorp elpitlum Engagement 5.12.1 Project Management Plan Components 5.12.2 Project Documents Examples 5.12.3 Project Management Plan Updates 5.12.4 Project Documents Updates 6. Leaders respond to these factors in order to keep the organization viable. 1.1.1 THE STANDARD FOR PROJECT MANAGEMENT Thisguide is based on The Standard for Project Management [1]. Identifiers: LCCN 2017032505 (print) LCCN 2017035597 (ebook) ISBN 9781628253900 (ePUP) ISBN 9781628253917 (kindle) ISBN 9781628253924 (Web PDF) ISBN 9781628251845 (paperback) Subjects: LCSH: Project management. 1.2.3.2 PROGRAM MANAGEMENT Programmanagement is defined as the application of knowledge, skills, and principles to a program to achieve the program objectives and to obtain benefits and control not available by managing program components individually. CLOSING PROCESS GROUP 6.1 Close Project or Phase 6.1.1 Project Management Plan Components 6.1.2 Project DocumentsExamples 6.1.3 Project Documents Updates PART 3. Ongoing operations are outside of the scope of a project; however, there are intersecting points where the two areas cross. As a guideline, megaprojects cost US 1billion or more, affect 1 million or more people, and run for years. Projects provide the means for organizations to successfully makethe changes necessary to deal with these factors. All of the power projects may be grouped together as a power portfolio. PMI publishes two other standards that address the management of portfolios and programs: The Standard for Portfolio Management[2], and The Standard for Program Management[3]. The Code of Ethics and ProfessionalConduct affirms these four values as its foundation. The successful completion of a project results in the organization moving to the future state and achieving the specific objective. This repetition does not change the fundamental and unique characteristics of the project work. It enables organizations to: Tie project results to sosruceR 6.9 sadilaS:opiuqe rartsinimdA 3.5.9 sacinc Ãt y satneimarreH :opiuqe rartsinimdA 2.5.9 sadartnE :opiuqe le ertsinimdA 1.5.9 opiuqe le ertsinimdA 5.9 sadilaS :opiuqe rallorraseD 3.4.9 sacinc Ãt y satneimarreH :opiuqe rallorraseD 2. 4.9 sadartnE :opiuqe rallorraseD 1.4.9 opiuqe le rallorraseD 4.9 sadilaS :sosrucer ririuqdA 3.3.9 sacinc Ãt y satneimarreH:sosrucer ririuqdA 2.3.9 sadartnE :sosrucer ririuqdA 1.3.9 sosrucer ririuqdA 3.9 sadilaS :dadivitca ed sosrucer ed n³ÃicamitsE 3.2.9 sacinc Ãt y satneimarreH :sosruceR dadivitca al ed dadivitca al ed n³ÃicamitsE 2.2.9 sosergnI :n³Ãicamitse ed dadivitca ed sosruceR 1.2.9 dadivitca ed sosrucer ed n³ÃicamitsE 2.9 sadilaS :nalp led sosrucer ed n³ÃitseG3.1.9 sacinc Ãt y satneimarreH :nalp led sosrucer ed nalp led n³ÃitseG 2.1.9 sadartnE :nalp led sosrucer ed nalp led n³ÃitseG 1.1.9 sosrucer ed n³ÃitseG nalP 1.9 otceyorp led sosrucer ed n³ÃitseG .lanoicpo se on ,selanoiseforp naredisnoc es euq solleuqa arap avitatcepxe anu se sotse noc odreuca ed atcudnoc al ,etnemlic¡Ãf edim es on selanoicaripsaseradn¡Ãtse sol ed otneimilpmuc le euqnuA .orutuf odatse le rargol arap ounitnoc nu ed ogral ol a sosap selpitlºÃm necilaer es ednod n³Ãicisnart ed odatse nu raerc racilpmi edeup otse ,sotceyorp sonugla araP .oiratnulov osnesnoc ed seradn¡Ãtse ed ollorrased ed osecorp nu ed s Ãvart a nallorrased es ,onu se otnemucod etse ne odinetnoc otnemucodle selauc sal ed ,zirtcerid ed senoicacilbup sal y seradn¡Ãtse soL )IMP( .senoicazinagro selpitlºÃm ed savitazinagro sedadinu selpitlºÃm o lanoicazinagro dadinu alos anu rarculovni edeup otceyorp nU .solgis erud euq arepse es euq agertne anu ¡Ãraerc lanoican otnemunom nu riurtsnoc arap otceyorp nu ,olpmeje roP .)2.4 n³ÃicceS rev( sotceyorp edn³Ãitseg ed senalp sol etnemadauceda odnatsuja sotceyorp sol ne lairaserpme onrotne le ne soibmac sol ed otcapmi la nednopser y n³Ãicazinagro al neneitsos ,sodacrem sus ne avitcefe s¡Ãm arenam ed netipmoc ,sovitejbo soL control 9.6.1 Control resources: Entry 9.6.2 Control resources: Tools and techniques 9.6.3 Control resources: Departures 10.Classification: LCC HD69.p75 (eBook) Δ LCC HD69.P75 G845 2017 (print) Δ DDC 658.4/04-DC23 LC Register available at 978-1-62825-184-5 Published by: Project Management Institute, Inc. Projects are temporary, but their deliverables may exist beyond the end of the project. 1.2.3.5 OPERATIONS AND PROJECT MANAGEMENT Changes inbusiness or organizational operations may be the focus of a project à  Âespecially when there are substantial changes to business operations as a result of a new product or service delivery. are all marks of Project Management Institute, Inc. The temporary nature of projects indicates that a project has a definite beginning and end. INITIATINGPROCESS GROUP 2.1 Develop Project Charter 2.2 Identify Stakeholders 2.2.1 Project Management Plan Components 2.2.2 Project Documents Examples 2.2.3 Project Management Plan Updates 2.2.4 Project Documents Updates 3. All other trademarks, service marks, trade names, trade dress, product names and logos appearing herein are theproperty of their respective owners. A project may be managed in three separate scenarios: as a stand-alone project (outside of a portfolio or program), within a program, or within a portfolio. From a business perspective, a project is aimed at moving an organization from one state to another state in order to achieve a specific objective (see Figure 11). Project managers may use one or more methodologies to implement the project management processes outlined in the standard. The aim of portfolio management is to: Guide organizational investment decisions. PROJECT PROCUREMENT MANAGEMENT 12.1 Plan Procurement Management 12.1.1 Plan Procurement Management: Inputs 12.1.2Plan Procurement Management: Tools and Techniques 12.1.3 Plan Procurement Management: Outputs 12.2 Conduct Procurements 12.2.1 Conduct Procurements: Inputs 12.2.2 Conduct Procurements: Tools and Techniques 12.2.3 Conduct Procurements: Outputs 12.3 Control Procurements 12.3.1 Control Procurements: Inputs 12.3.2 ControlProcurements: Tools and Techniques 12.3.3 Control Procurements: Outputs seitivitcA enifeD 7.3 stnenopmoC nalP tnemeganaM tcejorP 1.6.3 tnemeganaM eludehcS nalP 6.3 setadpU stnemucoD tcejorP 3.5.3 selpmaxE stnemucoD tcejorP 2.5.3 stnenopmoC nalP tnemeganaM tcejorP 1.5.3 SBW etaerC 5.3 setadpU stnemucoD tcejorP 3.4.3 selpmaxEstnemucoD tcejorP 2.4.3 stnenopmoC nalP tnemeganaM tcejorP 1.4.3 epocS enifeD 4.3 selpmaxE stnemucoD tcejorP 2.3.3 stnenopmoC nalP tnemeganaM tcejorP 1.3.3 stnemeriuqeR tcelloC 3.3 stnenopmoC nalP tnemeganaM tcejorP 1.2.3 tnemeganaM epocS nalP 2.3 nalP tnemeganaM tcejorP poleveD 1.3 PUORG SSECORP GNINNALP .stluser dnaseulav ssenisub detcepxe eht gnireviled ni stcejorp ynam revo sseccus fo ecnahc eht ecnahne nac sessecorp tnemeganam tcejorp ot seuqinhcet dna ,sloot ,slliks ,egdelwonk eht fo noitacilppa eht taht tnemeerga lareneg si ereht snaem ecitcarp dooG .tcejorp hcae rof secitcarp doog dezingocer yllareneg etairporppa eht esu dna enimreted otsredlohekats Rehto DNA Maet TCERORP EHT HTIW SKROW REGAINAM TCERORP EHT .Stcejorp ot Dolka era seuqinhcet dna sloot woh no noitamrofni dna ,sessecorp tnemeganam tcejorp eht gniroliat rof snoitaredisnoc ,sdnert gnigreme ,stpecnoc yek tuoba liated erom sedivorp ediuG  à KOBMP ehT .eulav ssenisub reviled yltnetsisnoc ottnemeganam tcejorp gnicarbme era seinapmoc ,ymonoce dlrow eht ni evititepmoc niamer oT .sredlohekats tcejorp rehto dna sreganam tcejorp dna ,margorp ,oiloftrop ,snoitazinagro yb desu yltnetsisnoc eb nac taht yralubacov lanoisseforp lanoitadnuof eht sedivorp ]4[ smreT tnemeganaM tcejorP fo nocixeL IMP ehT .stcejorp dna smargorp thgir ehtgniod no sesucof tnemeganam oiloftroP dna ; yaw thgir eht stcejorp dna smargorp gniod no sucof tnemeganam tcejorp dna margorP :evitcepsrep lanoitazinagro na morf tnemeganam oiloftrop dna ,margorp ,tcejorp ta gnikooL snoitarepO dna ,stcejorP ,smargorP ,oiloftroP .sevitcejbo cigetarts eveihca ot soiloftrop erom ro eno fo tnemeganamdezilartnec eht sa denifed si tnemeganam oiloftrop 2.81.3 setnenopmoC 1.81.3 sotceyorp ed sotnemucod sol ed n³ÃicazilautcA 4.71.3 sotceyorp ed sotnemucod sol ed n³ÃicazilautcA 3.71.3 sotceyorp ed n³Ãitseg ed nalp ed setnenopmoC 1.71.3 sotceyorp ed n³ÃitseG 1.71.3 sotceyorp ed sotnemucod ed n³ÃicazilautcA 3.61.3 otceyorp ed sotnemucod edn³ÃicazilautcA 2.61.3 otceyorP 1.9.3 sotceyorp sol ed n³ÃitseG ed senalP 01.3 sotnemucod sol ed n³ÃitseG ed senalP 3.8.3 sotceyorp sol ed n³ÃicazilautcA 1.8.3 sotnemucoD ed n³ÃitseG ed nalP a ro weiver cilbup ot detcejbus neeb ton sah taht lairetam niatnoc yam trap siht ni noitamrofni eht ,hcus sA .roivaheb renoititcarp tibihorp ro timil ,sesac emosni ,dna stnemeriuqer mrif hsilbatse sdradnats yrotadnam ehT .xedni dna secnerefer lacihpargoilbib sedulcnI Ediug Kobmp: Seires .demrofrep eb ecitcarp ro ssecorp ralucitrap yna taht eriuqer ton seod dradnats ehT .etats erutuf eht sa debircsed si tcejorp eht yb nevird egnahc eht fo tluser derised ehT .SNA na rof stnemeriuqer s'ISNA htiwecnadrocca ni dessecorp neeb ton sah dna )SNA( dradnatS lanoitaN naciremA na ton si trap siht ni deniatnoc noitamrofni ehT )EDIUG  à KOBMP( egdelwonK fo ydoB tnemeganaM tcejorP eht ot ediuG A 1 traP XEDNI DNA ,YRASSOLG ,SECIDNEPPA .tnemeganam tcejorp fo enilpicsid eht gnidnatsrednu dna ni gnikrow rof yrassecen stnemelelanoitadnuof sebircsed noitces sihT STNEMELE LANOITADNUOF 2.1 .1 TRAP SERUGIF DNA SELBAT FO TSIL YRASSOLG SEUQINHCET DNA SLOOT 6X XIDNEPPA SAERA EGDELWONK ROF SNOITAREDISNOC GNIROLIAT FO YRAMMUS 5X XIDNEPPA SAERA EGDELWONK ROF STPECNOC YEK FO YRAMMUS 4X XIDNEPPA STNEMNORIVNETCEJORP DIRBYH DNA ,EVITPADA ,EVITARETI ,ELIGA 3X Xidneppa Noitide Htxisâ ” à Ediug ÂÂÃееkobmp EHT FO SRWEIVER DNA SROTUBIRTNOC 2X XIDNEPPA SEGNAHC NOITID HTXIS 1X XIDNEPPA YRSSOLG, secidnep PA .devreser era niereh detnarg ylsserpxe ton sthgir ynA .noisseforp a sa tnemeganam tcejorp rof noitingocergnikees fo krow eht nageb sreganam tcejorp ,yrutnec ht02-dim eht yB .4 selpmaxE stnemucoD tcejorP 2.42.3 stnenopmoC nalP tnemeganaM tcejorP 1.42.3 tnemegagnE redlohekatS nalP 42.3 setadpU stnemucoD tcejorP 3.32.3 selpmaxE stnemucoD tcejorP 2.32.3 stnenopmoC nalP tnemeganaM tcejorP 1.32.3 tnemeganaM tnemerucorP nalP 32.3setadpU stnemucoD tcejorP 4.22.3 setadpU nalP tnemeganaM tcejorP 3.22.3 selpmaxE stnemucoD tcejorP 2.22.3 stnenopmoC nalP tnemeganaM tcejorP 1.22.3 Sesnopser Ksir Nalp 22.3 Setadpu stnemucod Tcejorp 3.12.3 Selpmaxe stnemucod process. Projects can cross with operations at several points during the product life cycle, such as; Bydeveloping a new product, updating a product or expanding outputs; While improving operations or product development process; In Introduction 1.1 Overview and purpose of this guide 1.1.1 Standard for Project Management 1.1.2 Common Vocabulary 1.1.3 Code of Ethics and Professional Conduct 1.2 Fundamental Elements 1.2.1 Projects 1.2.2 Theimportance of project management 1.2.3 Project relationship, programme, portfolio and operations management 1.2.4 Guide Components 1.2.5 Trace 1.2.6 Business project management documents 2. Project Management Institute, Inc. The project management knowledge body includes proven traditional practices that are widely applied as well asinnovative practices that are emerging in the profession. From this mix, the organization can choose to manage related projects as a portfolio. For example, office buildings can be built with the same materials or the same equipment or different equipment. Therefore, the standard identifies processes that are considered good practices in mostprojects, most of the time. 1.2.2 The importance of project management is the application of knowledge, skills, tools and techniques for project activities to meet project requirements. A deliverable is defined as any unique and verifiable product, result or capacity to perform a service that is required to take place to complete a process, phase orproject. Projects drive change. 1.1.3 Code of Ethics and Professional Conduct PMI publishes the code of ethics and professional conduct [5] to infuse confidence in the project management profession and help an individual ed ed solpmejE .serolav o dadirgetni us retemorpmoc ³Ãidip ratse edeup oudividni le ednod selic Ãfid senoicautis a natnerfne esodnauc etnemralucitrap ,saibas senoisiced ramot The elements include: goodwill, brand recognition, public benefit, trademarks, strategic alignment and reputation. Bisac: Business & Economics / Project Management. In the current business environment, the organization of the organization must be able to administer with more strict budgets,shorter deadlines, shortage of resources and technology that changes rosely. or its affiliates a guide for the Project Management Agency (Guéa PMBOKâ â ) SIXTH EDITING Congress Library Congress Cataloging Data Data Data Names: Institute of Project Management, editor. The repetitive elements may be present in some deliverables andproject activities. The operations management refers to the continuous production of goods and/or services. PMI has no power, nor undertakes the POLICE or enforces compliance with the content of this document. 10? The PMI provides services, including the development of states, research, education, publication, network options in local capitles,accommodation conferences and training seminars, and providing accreditation in project management. PMI has recruited volunteers to create industry standards, such as "a guide to the body management body", which has been recognized by the American National Standards Institute (ANSI). A methodology is a system of practice, techniques,procedures and rules used by those who work in a discipline. This pmbokâ is different from a methodology. There may be other specific terms of the industry used in projects defined by the literature of that industry. The project managers soon realized that no book could contain the entire PMBOK. nu nu eyulcni euq aretrac anu rinuer edeupsenoisrevni sus ed otneimidner le razimixam ed ocig Ãtartse ovitejbo le eneit euq arutcurtsearfni ed n³Ãicazinagro anu ,olpmeje I'm gonna go I'm gonna go I'm gonna go I'm gonna go I'm gonna go I'm gonna go I'm gonna go I'm gonna go I'm gonna go TNEMEGANAM EPOCS TCEJORP .noitarudtrohs a sah tcejorp a naem ylirassecen ton seod yraropmeT .secruoser lacisyhp dna ,maet ,laicnanif deriuqer eht evah sevitcejbo cigetarts s'noitazinagroOutputs 4.3 Direct work and project management 4.3.1 Direct work and project management: Products 4.4.1 Project knowledge management: Entries 4.4.2 Project management tools: phase controltools and techniques 5. The Code of Ethics and Professional Conduct includes both aspiration standards and mandatory standards. This BOK became the knowledge project management body (PMBOK). Provide transparency in decision-making. In business analysis, business value is considered

Pmbok 6th edition book. . The glossary of this guide includes vocabulary in the lexicon along with additional definitions. The Lexicon will continue evolving over time. The wallet vision allows organizations to see how strategic objectives are reflected in the portfolio. Projects can produce social, economic, material or environmental products.