Definition of PMBOK (Guide)

Evelyn Maitee Marin
Industrial Engineer, MSc in Physics, and EdD

The PMBOK (PProject Management Book of Knowledge) is an acronym for the ANSI project management standard published by PMI (Project Management Institute). This body was founded in 1969 in Pennsylvania - United States, and its purpose is to disseminate good practices in of project management, as well as the accreditation of its associated members in the experience and knowledge of this discipline.

Approximately every four to five years, PMI publishes a new edition, incorporating some current innovations or approach from the previous editions. However, broadly speaking, all published editions highlight the important role played by the project manager in the development of the same. The PMBOK is not a methodology, since it does not indicate how project management should be carried out, but rather it is a guide or general management standard. Thus, the methodology must be developed by each organization according to its nature and using the lessons learned.

Theoretical fundament

Most of the recent editions of the PMBOK offer a common language, in which reference is made to certain terms that it is essential to know, before delving into the application of its beginning.

Projects: according to the traditional approach, projects are conceived as a temporary and progressive effort that has as its purpose develop or change a product or service, generating unique results, framed within an execution period and costs presets In the case of agile or iterative approaches, the planning deadlines are carried out in frequent and short periods between one and four weeks. Similarly, cost estimates are not developed in detail from the start for the entire project, since The dynamics of these projects lead to the inclusion of frequent changes as the project progresses. evolve.

Programs: refers to a set of projects that are centrally coordinated and managed in order to to produce a benefit and degree of control that would not be obtained by managing them independently and isolated. The programs must be made up of at least two projects, whether or not they are carried out simultaneously.

Briefcase: It is made up of a set of projects and/or programs that are managed jointly in order to achieve strategic objectives for the business.

Relationship between projects, portfolios and programs.

Organizational process assets: are made up of the plans, policies, procedures and records of the executing company's own knowledge and They are applied to their activities, projects and processes, as a kind of guide to facilitate and guide the work of the company. company.

Agile methodologies: These are flexible methodologies that help adapt project management to the conditions and needs of the itself, in order to improve the speed of response to changes and its ability to adapt to the circumstances of the context. Some of the most used agile methodologies are Scrum, Kanban or extreme programming, among others.

Process groups and knowledge areas

Until the sixth edition of the PMBOK, project management could be described from 49 processes distributed in five process groups and ten knowledge areas; and although the seventh edition refers to principles and domains, in general, both approaches are compatible and reveal practices, which Appropriately applied, they facilitate and increase the chances of success in the achievement of projects, regardless of their nature or area.

Process groups

These groups contain the processes that are applicable to the projects according to the moment in which they are carried out, either in a project or in a phase of it. These groups are:

Start: This includes the processes that are responsible for defining the project in a general way and authorizing its start and implementation.

Planning: one of the groups with the largest number of processes, according to the PMBOK, since they define the scope, budget and other areas of the project with greater precision. In this group, the general plan and its derivatives are generated, which will be the basis for the development of the project.

Execution: This group encompasses the processes in which the planned work is put into action. It is usually the group that presents the greatest intensity and participation of people in many projects.

monitoring and control: here are the processes that are in charge of verifying the correspondence between planning and execution. It also contemplates the actions and measures that are applied to correct possible deviations that may arise with respect to the plans.

Closing: This group includes the processes related to the completion and formal completion of the project or phase, as well as the delivery of results and customer acceptance. Also in this group, the lessons learned are compiled.

Process groups in project management.

The areas of knowledge

These areas describe each aspect to be considered within the projects, regardless of their nature or magnitude:

Integration: are the activities that focus on the consolidation, unification and actions that guarantee the fulfillment of the objectives of the project.

Scope: This is a very important area, since it defines all the tasks included in the project, for which must be carried out with special attention from the early phases of the project and throughout the same.

Schedule: refers to the actions related to the management of execution deadlines, the sizing of the work team and the sequence of activities.

Cost: It is a very sensitive area, due to its dependence on other areas. It contemplates planning, cost estimates, financing, budget management, and other economic aspects of the project.

Quality: includes the continuous improvement of actions that pursue the achievement of the objectives, respecting the standards and characteristics established and embodied in a contract. It can be supported in the application of standards as a criterion to establish quality levels.

Resources: Its purpose is the management of human capital, as well as the material and technological resources that involved in the project, in order to guarantee that they are available at the time and in the quantity that is required. require.

communications: includes all the information management modalities that can be manifested and circulated during the project. The project manager must be aware of most of the communications within the project.

risks: this area allows you to identify possible scenarios within the project and plan the response that is considered adequate to increase the chances of success of the project and, to the extent possible, reduce the uncertainty.

acquisitions: includes all activities that are carried out through outsourcing, that is, with external personnel or resources. Includes purchases or procurement from suppliers and contracts with other companies to carry out part of the project work.

Interested: is responsible for the identification and proper management of all those people who may be affected by the execution or non-execution of the project. In this area, the role that each person has in the project should be recognized, and those that produce a favorable impact on the project should be promoted.

Areas of knowledge in project management according to the PMBOK.