Pmbok 6th edition pdf free download english

Pmbok 6th edition pdf free download english

Pmbok 6th Edition Free Download Pdf,PMP Exam Prep 2021

WebDec 3,  · PMBOK 6th Ed English: Free Download, Borrow, and Streaming: Internet Archive WebPMI members can download a free PDF of the edition and non-members will be able to purchase it in an eBook format, both in English and other languages currently WebPmbok 6th Edition Free Download Pdf Uploaded by: Pmp Exam Simulator October PDF Bookmark Download This document was uploaded by user and they confirmed that WebPMBOK 6th Edition PDF Free Download 69Download File Size: MB Free download PMBOK 6th EditionPDF In This Website. Available + Latest high quality PDF For ... read more

Quality management includes the processes for creating, managing, and executing quality policies. The goal of this knowledge area is to ensure high quality on the project. Read our full post covering PMP Quality Management. Resource refers to the people and materials that you will need to complete the project. Resource management includes the processes to identify the types of resources needed, going out and acquiring the required resources, and managing them throughout the project lifecycle. Read our full post covering PMP Resources Management. Project team members communicate with each other to ordinate on project tasks and discuss project strategies.

Communications management includes the processes that ensures the planning, distribution, storage and management of project information is done properly. Read our full post covering PMP Communications Management. Risk is an uncertain event that may or may not happen in the future. A risk can be positive or negative. Risk management includes the processes of identifying and analyzing new risks as well as planning and implementing risk responses. Read our full post on PMP Risk Management. When a project team cannot produce something in-house, they have to obtain a third-party vendor to do it for them. The processes required to obtain and manage the vendors are called Procurement Management. Read our full post on PMP Procurement Management.

A stakeholder is anyone who has an interest or stake in your project. Stakeholder management includes the processes required to identify your project stakeholders, analyze their power and impact, and develop appropriate strategies to manage them effectively. Read our full post covering PMP Stakeholder Management. Read our full post covering PMP Time Management. The project management process groups are a logical grouping of project management processes to achieve specific project objectives. Process groups are independent of project phases. In addition, the PMBOK guide also contains 49 processes. Each process has a corresponding knowledge area and process group. Agile originated from the software industry in the early s, and now it is being implemented in a variety of different industries such as education, manufacturing and healthcare. Agile offers organizations a competitive advantage by being flexible and able to respond to changes quickly. Agile is an umbrella term comprising of a number of different approaches e.

scrum, kanban, XP, etc. that meets the 12 principles outlined in the Agile Manifesto. The Agile Practice Guide provides an understanding of various agile approaches along with the tools needed to implement them. Increasingly, it's become vital for project managers who are used to working in the traditional environment to learn and understand agile, especially those who want to work in the IT industry. The PMBOK is available in paperback or digitally. If you are currently a registered PMI member, then you can get a free digital copy of the PMBOK guide.

To obtain your copy, you simply need to login to your online PMI portal, go to your myPMI dashboard, and you can download it from there. Financially speaking, it makes the most sense to become a PMI member and obtain a free digital copy of the PMBOK. In addition to getting the guide in PDF for free, you will also be saving on exam fees. The current version of the PMBOK guide is the 6th edition, and it was published in Originally, the changes to the PMP exam were going to happen on July 1, However, due to the coronavirus pandemic, the changes got pushed back by 6 months. Before Jan. After Jan. Task Board or Kanban Board Burnup Chart Planned and Actual Spend Rates Uncertainty Performance Domain Risk Reduction over Time Risk-Adjusted ROI Curve Details of the Steps in the Tailoring Process Selecting the Initial Development Approach Tailoring the Approach for the Organization Assessing the Organizational and Project Factors When Tailoring Tailoring the Approach for the Project Implement Ongoing Improvement The Tailoring Process Tailoring to Fit the Project Context Tailoring to Fit the Project Context and Environment Global Business Trends Influencing the Management of Products The Changing Relationship Between an Organization and Its Customers Supporting Strategies for Continuous Value Delivery Types of Communication Checking Outcomes—Stakeholder Performance Domain Checking Outcomes—Team Performance Domain Delivery Cadence and Development Approach Checking Outcomes—Development Approach and Life Cycle Performance Domain Checking Outcomes—Planning Performance Domain Checking Outcomes—Project Work Performance Domain Checking Outcomes—Delivery Performance Domain Checking Outcomes—Measurement Performance Domain Checking Outcomes—Uncertainty Performance Domain Common Situations and Tailoring Suggestions Mapping of Models Likely to Be Used in Each Performance Domain Mapping of Methods Likely to Be Used in Each Performance Domain Mapping of Artifacts Likely to Be Used in Each Performance Domain Views of Project and Product Management Unique Characteristics of Projects, Programs, and Products This introductory section describes the purpose of this standard, defines key terms and concepts, and identifies the audience for the standard.

This standard applies regardless of industry, location, size, or delivery approach, for example, predictive, hybrid, or adaptive. It describes the system within which projects operate, including governance, possible functions, the project environment, and considerations for the relationship between project management and product management. Organizations expect projects to deliver outcomes in addition to outputs and artifacts. The following terms are defined to provide context for the content in this standard. An end result or consequence of a process or project. Outcomes can include outputs and artifacts, but have a broader intent by focusing on the benefits and value that the project was undertaken to deliver.

Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually. A temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a beginning and an end to the project work or a phase of the project work. Projects can stand alone or be part of a program or portfolio.

The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management refers to guiding the project work to deliver the intended outcomes. Project teams can achieve the outcomes using a broad range of approaches e. The person assigned by the performing organization to lead the project team that is responsible for achieving the project objectives. Project managers perform a variety of functions, such as facilitating the project team work to achieve the outcomes and managing the processes to deliver intended outcomes. Additional functions are identified in Section 2. A set of individuals performing the work of the project to achieve its objectives. The worth, importance, or usefulness of something. Different stakeholders perceive value in different ways. Customers can define value as the ability to use specific features or functions of a product.

Organizations can focus on business value as determined with financial metrics, such as the benefits less the cost of achieving those benefits. Societal value can include the contribution to groups of people, communities, or the environment. For other terms used in this standard, refer to the Glossary and the PMI Lexicon of Project Management Terms [1]. The numbers in brackets refer to the list of references at the end of this standard. This section describes how projects operate within a system to produce value for organizations and their stakeholders. This section describes how governance supports a system for value delivery. This section identifies the functions that support projects. This section identifies internal and external factors that influence projects and the delivery of value.

This section identifies the ways portfolios, programs, projects, and products relate. For the sake of brevity, this standard uses the term organization when referring to government agencies, enterprises, contractual arrangements, joint ventures, and other arrangements. Organizations create value for stakeholders. Figure shows an example of a system to deliver value that has two portfolios comprised of programs and projects. It also shows a stand-alone program with projects and stand-alone projects not associated with portfolios or programs. Any of the projects or programs could include products.

Operations can directly support and influence portfolios, programs, and projects, as well as other business functions, such as payroll, supply chain management, and so forth. Portfolios, programs, and projects influence each other as well as operations. That internal environment exists within the larger external environment, which includes the economy, the competitive environment, legislative constraints, etc. Section 2. Components of a Sample System for Value Delivery The components in a value delivery system create deliverables used to produce outcomes. An outcome is the end result or consequence of a process or a project. Focusing on outcomes, choices, and decisions emphasizes the long-range performance of the project.

The outcomes create benefits, which are gains realized by the organization. Benefits, in turn, create value, which is something of worth, importance, or usefulness. Figure shows a model of the flow of information where black arrows represent information from senior leadership to portfolios, portfolios to programs and projects, and then to operations. Senior leadership shares strategic information with portfolios. Portfolios share the desired outcomes, benefits, and value with programs and projects. Deliverables from programs and projects are passed on to operations along with information on support and maintenance for the deliverables.

The light gray arrows in Figure represent the reverse flow of information. Information from operations to programs and projects suggests adjustments, fixes, and updates to deliverables. Programs and projects provide performance information and progress on achieving the desired outcomes, benefits, and value to portfolios. Portfolios provide evaluations on portfolio performance with senior leadership. Desired outcomes, Deliverables with support Strategy benefits, and value and maintenance information Senior Portfolios Programs Operations Leadership and Projects Portfolio performance Performance information Information for updates, information and progress fixes, and adjustments Outcomes, Benefits, Value Performance Analysis Figure Governance systems provide a framework with functions and processes that guide activities. A governance framework can include elements of oversight, control, value assessment, integration among components, and decision-making capabilities.

Governance systems provide an integrated structure for evaluating changes, issues, and risks associated with the environment and any component in the value delivery system. This includes portfolio objectives, program benefits, and deliverables produced by projects. Projects can operate within a program or portfolio or as a stand-alone activity. In some organizations, a project management office might support programs and projects within a portfolio. Project governance includes defining the authority to approve changes and make other business decisions related to the project. They do so by fulfilling functions necessary for the project to run effectively and efficiently. Functions related to the project can be fulfilled by one person, by a group of people, or combined into defined roles. Coordinating a collective work effort is extremely important to the success of any project.

There are different types of coordination suitable for different contexts. Some projects benefit from decentralized coordination in which project team members self-organize and self-manage. Other projects benefit from centralized coordination with the leadership and guidance of a designated project manager or similar role. Some projects with centralized coordination can also benefit from including self-organized project teams for portions of the work. Regardless of how coordination takes place, supportive leadership models and meaningful, continuous engagements between project teams and other stakeholders underpin successful outcomes. The project team may be supported by additional functions depending on the deliverables, industry, organization, and other variables.

Sections 2. In addition to these functions, other functions may be necessary to enable project deliverables that produce the desired outcomes. The needs of the project, organization, and environment influence which functions are used on a project and how those functions are carried out. The specifics of how this function is carried out within the project team can vary among organizations, but can include leading the planning, monitoring, and controlling activities. In some organizations, this function may involve some evaluation and analysis activities as part of pre-project activities. This function includes monitoring and working to improve the health, safety, and overall well-being of project team members. Coordination includes consulting with executive and business unit leaders on ideas for advancing objectives, improving project performance, or meeting customer needs.

It can also include assisting in business analysis, tendering and contract negotiations, and business case development. Oversight can be involved in follow-on activities related to benefits realization and sustainment after the project deliverables are finalized but before formal closure of the project. This function can support portfolios and programs within which the project is initiated. Ultimately, the function is tailored to fit the organization. The customer and end user are not always synonymous. For the purpose of this standard, the customer is defined as the individual or group who has requested or is funding the project.

The end user is the individual or group who will experience the direct use of the project deliverable. In adaptive and hybrid project environments, the need for ongoing feedback is greater because the project teams are exploring and developing product elements within specific increments. In some project environments, the customer or end user engages with the project team for periodic review and feedback. In some projects, a representative of the customer or client participates on the project team. The customer and end user input and feedback needs are determined by the nature of the project and the guidance or direction required.

The work involves encouraging project team member participation, collaboration, and a shared sense of responsibility for the work output. Facilitation helps the project team create consensus around solutions, resolve conflicts, and make decisions. Facilitation is also required to coordinate meetings and contribute in an unbiased way to the advancement of project objectives. Supporting people through change and helping address obstacles that can prevent success is also required. This can include evaluating performance and providing individuals and project teams with feedback to help them learn, adapt, and improve. Work can be full time or part time for the duration of the project or for a limited period, and the work can be colocated or virtual, depending on the environmental factors.

Some work can be highly specialized, while other work can be done by project team members who have broad skill sets. Gaining insights from cross-functional project team members representing different parts of the organization can provide a mix of internal perspectives, establish alliances with key business units, and encourage project team members to act as change agents within their functional areas. This work can extend into support functions during or after the project as the project deliverables are implemented or transitioned into operations. These people can be external to the organization or can be internal project team members.

They can be required for the whole project or during a specific time frame. This function involves prioritizing the requirements or backlog items based on business value, dependencies, and technical or operational risk. People in this function provide feedback to project teams and set direction for the next increment or element to be developed or delivered. The function involves interacting with other stakeholders, customers, and their project teams to define the product direction. The goal is to maximize the value of the project deliverable. In adaptive and hybrid environments, direction and insight can be provided using a specific cadence. In predictive environments, there can be designated checkpoints for presentation of and feedback on project progress. In some instances, business direction can interact with funding and resourcing functions.

They advocate for the project and the project team by helping to secure the decisions, resources, and authority that allow project activities to progress. People in this function provide an escalation path for problems, issues, or risks that project teams cannot resolve or manage on their own, such as a shortage of funding or other resources, or deadlines that cannot be met. People in this function may monitor project outcomes after project closure to ensure the intended business benefits are realized. They maintain linkages between project teams and strategic or business objectives that can change over the course of the project.

Internal and external environments can influence planning and other project activities. These influences can yield a favorable, unfavorable, or neutral impact on project characteristics, stakeholders, or project teams. They include artifacts, practices, or internal knowledge. Knowledge includes lessons learned as well as completed artifacts from previous projects. Process assets may include tools, methodologies, approaches, templates, frameworks, patterns, or PMO resources. This documentation includes policies and processes. Data assets may include databases, document libraries, metrics, data, and artifacts from previous projects.

Knowledge assets may include tacit knowledge among project team members, subject matter experts, and other employees. Security and safety measures may include procedures and practices for facility access, data protection, levels of confidentiality, and proprietary secrets. These aspects of an organization include the vision, mission, values, beliefs, cultural norms, leadership style, hierarchy and authority relationships, organizational style, ethics, and code of conduct. These resources include work locations, virtual project teams, and shared systems. Infrastructure consists of existing facilities, equipment, organizational and telecommunications channels, information technology hardware, availability, and capacity. Examples include scheduling software, configuration management systems, web interfaces to online automated systems, collaboration tools, and work authorization systems.

Examples include contracting and purchasing constraints, approved providers and subcontractors, and collaboration agreements. Availability related to both people and materials includes contracting and purchasing constraints, approved providers and subcontractors, and time lines. Examples include general and specialized expertise, skills, competencies, techniques, and knowledge. Marketplace conditions include competitors, market share, brand recognition, technology trends, and trademarks. These factors include political climate, regional customs and traditions, public holidays and events, codes of conduct, ethics, and perceptions. The regulatory environment may include national and regional laws and regulations related to security, data protection, business conduct, employment, licensing, and procurement. Databases include standardized cost estimating data and industry risk study information. This research can include industry studies, publications, and benchmarking results.

These standards are related to products, production, environment, quality, and workmanship. These considerations include currency exchange rates, interest rates, inflation, taxes, and tariffs. The physical environment pertains to working conditions and weather. While portfolio, program, and product management are beyond the scope of this standard, understanding each discipline and the relationships between them provides a useful context for projects whose deliverables are products. Product management involves the integration of people, data, processes, and business systems to create, maintain, and develop a product or service throughout its life cycle.

The product life cycle is a series of phases that represents the evolution of a product, from introduction through growth, maturity, and to retirement. Product management may initiate programs or projects at any point in the product life cycle to create or enhance specific components, functions, or capabilities see Figure The initial product may begin as a deliverable of a program or project. Throughout its life cycle, a new program or project may add or improve specific components, attributes, or capabilities that create additional value for customers and the sponsoring organization. In some instances, a program can encompass the full life cycle of a product or service to manage the benefits and create value for the organization more directly. This approach incorporates related projects, subsidiary programs, and program activities.

For very large or long-running products, one or more product life cycle phases may be sufficiently complex to merit a set of programs and projects working together. This approach oversees development and maturing of product capabilities as an ongoing business activity. Portfolio governance charters individual projects as needed to perform enhancements and improvements or to produce other unique outcomes. This approach applies the full product life cycle within the purview and boundaries of a given program. A series of subsidiary programs or projects will be chartered to achieve specific benefits for a product. Those benefits can be enhanced by applying product management competencies like competitive analysis, customer acquisition, and customer advocacy. While product management is a separate discipline with its own body of knowledge, it represents a key integration point within the program management and project management disciplines.

Programs and projects with deliverables that include products use a tailored and integrated approach that incorporates all of the relevant bodies of knowledge and their related practices, methods, and artifacts. Professional standards and methodologies are often based on principles. In some professions, principles serve as laws or rules, and are therefore prescriptive in nature. The principles of project management are not prescriptive in nature. They are intended to guide the behavior of people involved in projects. They are broadly based so there are many ways individuals and organizations can maintain alignment with the principles. Principles can, but do not necessarily, reflect morals. A code of ethics is related to morals. A code of ethics for a profession can be adopted by an individual or profession to establish expectations for moral conduct.

The 12 principles of project management are aligned with the values identified in the PMI Code of Ethics and Professional Conduct. They do not follow the same format, and they are not duplicative, rather the principles and the Code of Ethics are complementary. The principles of project management were identified and developed by engaging a global community of project practitioners. The practitioners represent different industries, cultural backgrounds, and organizations in different roles and with experience in various types of projects. Multiple rounds of feedback resulted in 12 principles that provide guidance for effective project management. The principles are internally consistent, meaning that no principle contradicts any other principle. However, in practice there may be times when the principles can overlap.

For example, guidance for navigating complexity can present information that is useful in recognizing, evaluating, and responding to system interactions or optimizing risk responses. Principles of project management can also have areas of overlap with general management principles. For example, both projects and business in general focus on delivering value. The methods may be somewhat different in projects as opposed to operations, but the underlying principle associated with focusing on value can apply to both. Figure demonstrates this overlap. Project General Management Management Principles Principles Figure The principle statements are presented and described in Sections 3.

Each section begins with a figure that provides the principle label across the top with the principle and key points under the label. Following the figure, each principle is elaborated in the text. strate a broad commit- A holistic view of stewardship considers financial, social, ment to financial, social, technical, and sustainable environmental awareness. and environmental impacts of the projects they support. Figure One aspect of stewardship involves being entrusted with the care of something. Another aspect focuses on the responsible planning, use, and management of resources.

Yet another aspect means upholding values and ethics. Stewardship encompasses responsibilities both within and external to the organization. Stewardship reflects understanding and acceptance of trust as well as actions and decisions that engender and sustain that trust. Stewards also adhere to both implicit and explicit duties. Stewards behave honestly and ethically in all engagements and communications. Stewards hold themselves to the highest standards and reflect the values, principles, and behaviors expected of those in their organization. Stewards serve as role models, building trust by living and demonstrating personal and organizational values in their engagements, work activities, and decisions. In the project management context, this duty often requires stewards to challenge team members, peers, and other stakeholders to consider their words and actions; and to be empathetic, self-reflective, and open to feedback.

Stewards are fiduciaries of the organizational matters in their charge, and they diligently oversee them. Higher-performing projects feature professionals who diligently oversee those matters, beyond the confines of strictly defined responsibilities. Stewards pay close attention and exercise the same level of care over those matters as they would for their personal matters. Care relates to the internal business affairs of the organization. Care for the environment, sustainable use of natural resources, and concern for the conditions of people across the planet should be reflected in the organizational policies and principles. Projects bring about changes that may have unanticipated or unwanted consequences. Project practitioners should identify, analyze, and manage the potential downsides of project outcomes so that stakeholders are aware and informed.

Care includes creating a transparent working environment, open communication channels, and opportunities for stakeholders to raise concerns without penalty or fear of retribution. Stewards represent themselves, their roles, their project team, and their authority accurately, both inside and outside of the organization. This behavior allows people to understand the degree to which an individual can commit resources, make decisions, or approve something. Trustworthiness also entails individuals proactively identifying conflicts between their personal interests and those of their organization or clients. Such conflicts can undermine trust and confidence, result in unethical or illegal behaviors, create confusion, or contribute to suboptimal outcomes. Stewards protect projects from such breaches of trust. Stewards comply with laws, rules, regulations, and requirements that are properly authorized within or outside of their organization.

However, high-performing projects seek ways to integrate compliance more fully into the project culture, creating more alignment with diverse and potentially conflicting guidelines. Stewards strive for compliance with guidelines intended to protect them, their organization, their stakeholders, and the public at large. In instances where stewards face conflicting guidelines or questions regarding whether or not actions or plans align with established guidelines, stewards seek appropriate counsel and direction. Stewardship requires leadership with transparency and trustworthiness. Projects affect the lives of the people who deliver them as well as those who are affected by the project deliverables and outcomes.

Projects can have effects, such as easing traffic congestion, producing new medications, or creating opportunities for people to interact. Those effects can produce negative impacts and consequences, such as reduced green space, side effects from medications, or disclosure of personal information. Project teams and their organizational leaders carefully consider such factors and impacts so they can make responsible decisions by balancing organizational and project objectives with the larger needs and expectations of global stakeholders. Increasingly, organizations are taking a holistic view to business that considers financial, technical, social, and environmental performance simultaneously instead of sequentially. Since the world is interconnected now more than ever and has finite resources and a shared environment, stewardship decisions have ramifications beyond the project.

individuals working on their own. Create a Collaborative Project Team Environment Creating a collaborative project team environment involves multiple contributing factors, such as team agreements, structures, and processes. These factors support a culture that enables individuals to work together and provide synergistic effects from interactions. Team agreements represent a set of behavioral parameters and working norms established by the project team and upheld through individual and project team commitment. The team agreement should be created at the beginning of a project and will evolve over time as the project team continues to work together and identify norms and behaviors that are necessary in order to continue to work together successfully. Project teams use, tailor, and implement structures that help coordinate the individual effort associated with project work. Organizational structures are any arrangement of or relation between the elements of project work and organizational processes.

These structures can be based on roles, functions, or authority. They can be defined as being external to the project, tailored to fit the project context, or newly designed to meet a unique project need. An authority figure may formally impose a structure, or project team members may contribute to its design in alignment with organizational structures. Project teams define processes that enable completion of tasks and work assignments. For example, project teams may agree to a decomposition process using a work breakdown structure WBS , backlog, or task board. Project teams are influenced by the culture of the organizations involved in the project, the nature of the project, and the environment in which they operate.

Within these influences, project teams establish their own team cultures. Project teams can tailor their structure to best accomplish the project objective. By fostering inclusive and collaborative environments, knowledge and expertise are more freely exchanged, which in turn enable better project outcomes. Within project teams, specific tasks may be delegated to individuals or selected by project team members themselves. The condition of having the right, within a given context, to make relevant decisions, establish or improve procedures, apply project resources, expend funds, or give approvals. Authority is conferred from one entity to another, whether done explicitly or implicitly. The condition of being answerable for an outcome. Accountability is not shared. The condition of being obligated to do or fulfill something. Responsibility can be shared. Regardless of who is accountable or responsible for specific project work, a collaborative project team takes collective ownership of the project outcomes.

A diverse project team can enrich the project environment by bringing together different perspectives. The project team can be comprised of internal organizational staff, contracted contributors, volunteers, or external third parties. Additionally, some project team members join the project on a short-term basis to work on a specific deliverable while other members are assigned to the project on a longer-term basis. Integrating these individuals with a project team can challenge everyone involved. A team culture of respect allows for differences and finds ways to leverage them productively, encouraging effective conflict management. Another aspect of a collaborative project team environment is the incorporation of practice standards, ethical codes, and other guidelines that are part of the professional work within the project team and the organization. Project teams consider how these guides can support their efforts to avoid possible conflict among the disciplines and the established guidelines they use.

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The PMBOK stands for Project Management Book of Knowledge. It contains an entire collection of tools, techniques, methodologies, terminologies and best practices for project managers. This guide is the foundation of the PMP Project Management Professional exam. The PMBOK pdf is the gold standard for project managers everywhere. The PMBOK is currently on the 6th edition, which was published in The PMBOK outlines a framework and best practices that project managers can utilize to manage projects successfully. It is mainly focussed on waterfall project management methodologies, however, this is going to change with the release of the PMBOK 7th edition in or Because the industry is increasingly shifting to agile methodologies, with the release of the PMBOK 6th edition, PMI also introduced the first edition of the Agile Practice Guide, which focusses exclusively on agile project management methodologies.

This change was made on January 2, The PMBOK contains 10 Knowledge Areas, 5 Process Groups, and 49 Processes that project managers need to be familiar with. Below is the 49 process chart from the PMBOK 6th edition. For those who are interested in becoming PMP certified, being very familiar with this chart is essential. A knowledge area is a "category" of project management. The knowledge areas work together to complete a project. The 10 knowledge areas in the PMBOK 6th edition are: integration, scope, schedule, cost, quality, resources, communications, risk, procurement, stakeholders. Let's dive into each of them now. Integration management is where the project comes together.

All the moving parts are combined and unified. This is where all the outputs of other processes are combined to form the project deliverables. Read our full post covering PMP Integration Management. Project scope includes all of the work required to complete the project. Scope management involves defining what will be included in the project scope and what will not be, and actively managing scope throughout the entire project to prevent scope creep. The project schedule tells you when each of the project activities need to start and finish.

Schedule management includes the creation of the project schedule, ensuring the project team follows the schedule, and managing changes to it. Every project manager has a budget to adhere to. Cost management involves estimating project activity costs, creating the project budget, tracking project expenditures, and keeping overruns to a minimum. Read our full post covering PMP Cost Management. Quality refers to how closely the project deliverables adheres to the stakeholders' requirements. Quality management includes the processes for creating, managing, and executing quality policies. The goal of this knowledge area is to ensure high quality on the project. Read our full post covering PMP Quality Management. Resource refers to the people and materials that you will need to complete the project. Resource management includes the processes to identify the types of resources needed, going out and acquiring the required resources, and managing them throughout the project lifecycle.

Read our full post covering PMP Resources Management. Project team members communicate with each other to ordinate on project tasks and discuss project strategies. Communications management includes the processes that ensures the planning, distribution, storage and management of project information is done properly. Read our full post covering PMP Communications Management. Risk is an uncertain event that may or may not happen in the future. A risk can be positive or negative. Risk management includes the processes of identifying and analyzing new risks as well as planning and implementing risk responses. Read our full post on PMP Risk Management. When a project team cannot produce something in-house, they have to obtain a third-party vendor to do it for them.

The processes required to obtain and manage the vendors are called Procurement Management. Read our full post on PMP Procurement Management. A stakeholder is anyone who has an interest or stake in your project. Stakeholder management includes the processes required to identify your project stakeholders, analyze their power and impact, and develop appropriate strategies to manage them effectively. Read our full post covering PMP Stakeholder Management. Read our full post covering PMP Time Management. The project management process groups are a logical grouping of project management processes to achieve specific project objectives.

Process groups are independent of project phases. In addition, the PMBOK guide also contains 49 processes. Each process has a corresponding knowledge area and process group. Agile originated from the software industry in the early s, and now it is being implemented in a variety of different industries such as education, manufacturing and healthcare. Agile offers organizations a competitive advantage by being flexible and able to respond to changes quickly. Agile is an umbrella term comprising of a number of different approaches e. scrum, kanban, XP, etc. that meets the 12 principles outlined in the Agile Manifesto. The Agile Practice Guide provides an understanding of various agile approaches along with the tools needed to implement them. Increasingly, it's become vital for project managers who are used to working in the traditional environment to learn and understand agile, especially those who want to work in the IT industry.

The PMBOK is available in paperback or digitally. If you are currently a registered PMI member, then you can get a free digital copy of the PMBOK guide. To obtain your copy, you simply need to login to your online PMI portal, go to your myPMI dashboard, and you can download it from there. Financially speaking, it makes the most sense to become a PMI member and obtain a free digital copy of the PMBOK. In addition to getting the guide in PDF for free, you will also be saving on exam fees. The current version of the PMBOK guide is the 6th edition, and it was published in Originally, the changes to the PMP exam were going to happen on July 1, However, due to the coronavirus pandemic, the changes got pushed back by 6 months. Before Jan. After Jan. Please see below for the new exam breakdown:. However, the PMBOK guide is not changing on Jan. To learn more about the PMP application, click here to read an in-depth article.

Although it can be dry to read, it is the source from which the PMP exam is derived from. It can be beneficial to read through the PMBOK as part of your exam preparations. The PMBOK is also the industry standard. Going through the PMBOK PDF could allow you to understand the flow of processes and ITTOs. Relating it back to real life experiences will allow you to grasp the concepts faster. The benefit of the PMBOK is that it creates a standard across the project management profession. Project managers from different disciplines and industries can all follow the same standard. In addition to project management theory, PMI conducts Role Delineation Studies RDS to find the best practices across different companies and industries in order to organize all the lessons learned in one guide.

Using these standard practices will allow project managers to produce the same results when they move from project to project. Many recruiter and hiring managers are also screening candidates for the PMP credentials before granting them an interview. Familiarizing yourself with the PMBOK guide will speed up your process to obtaining your PMP certification and learning the project management lingos. com - Terms of Service Privacy Policy. PMI, PMBOK, PMP, PgMP, PfMP, CAPM, PMI-SP, PMI-RMP, PMI-ACP, and PMI-PBA are registered marks of the Project Management Institute, Inc. Get Access to PMBOK 6th ed.

PMBOK 6th Edition PDF - Summary. What is the PMBOK pdf? Integration management Integration management is where the project comes together. There are 7 processes within integration management: Develop project charter Develop project management plan Direct and manage project work Manage project knowledge Monitor and control project work Perform integrated change control Close project or phase Read our full post covering PMP Integration Management. Scope management Project scope includes all of the work required to complete the project. There are 6 processes within scope management and they are: Plan scope management Collect requirements Define scope Create WBS Validate scope Control scope Read our full post covering PMP Scope Management. Schedule management The project schedule tells you when each of the project activities need to start and finish. The 6 processes within schedule management are: Plan schedule management Define activities Sequence activities Estimate activity durations Develop schedule Control schedule Cost management Every project manager has a budget to adhere to.

The 4 processes within cost management are: Plan cost management Estimate costs Determine budget Control costs Read our full post covering PMP Cost Management Quality management Quality refers to how closely the project deliverables adheres to the stakeholders' requirements. The 3 processes within the quality management knowledge area are: Plan quality management Manage quality Control quality Read our full post covering PMP Quality Management. Resources management Resource refers to the people and materials that you will need to complete the project. The 6 processes within resources management are: Plan resource management Estimate activity resources Acquire resources Develop team Manage team Control resources Read our full post covering PMP Resources Management Communications management Project team members communicate with each other to ordinate on project tasks and discuss project strategies. The 3 processes within communication management are: Plan communications management Manage communications Monitor communications Read our full post covering PMP Communications Management Risk management Risk is an uncertain event that may or may not happen in the future.

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WebPMBOK 6th Edition PDF Free Download 69Download File Size: MB Free download PMBOK 6th EditionPDF In This Website. Available + Latest high quality PDF For WebPmbok 6th Edition Free Download Pdf Uploaded by: Pmp Exam Simulator October PDF Bookmark Download This document was uploaded by user and they confirmed that WebDec 3,  · PMBOK 6th Ed English: Free Download, Borrow, and Streaming: Internet Archive WebPMI members can download a free PDF of the edition and non-members will be able to purchase it in an eBook format, both in English and other languages currently ... read more

In both cases, the project team will need to address the situation in order to move the project forward. Customers can define value as the ability to use specific features or functions of a product. Enabling stakeholder change is part of facilitating the project to provide the required deliverable as well as the intended outcome. Three new processes will be added, while one process will be deleted. Scope management involves defining what will be included in the project scope and what will not be, and actively managing scope throughout the entire project to prevent scope creep.

The result is a modern guide that better enables project team members to be proactive, innovative, and nimble in delivering project outcomes. Human behavior is the interplay of conduct, demeanors, attitudes, and experience of people. Value focuses on the outcome of the deliverables. Does the deliverable function as the project team and other stakeholders intended? I'm very much interested about doing PMP certification course.