A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH):
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Chicago
Project Management Institute
2021
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| Schriftenreihe: | PMBOK Guide
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| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (290 Seiten) |
| ISBN: | 9781628256659 |
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| 505 | 8 | |a Cover Page -- Title Page -- Copyright Page -- Notice -- Preface -- Table of Contents -- List of Figures and Tables -- The Standard for Project Management -- 1. Introduction -- 1.1. Purpose of the Standard for Project Management -- 1.2. Key Terms and Concepts -- 1.3. Audience for this Standard -- 2. A System for Value Delivery -- 2.1. Creating Value -- 2.1.1. Value Delivery Components -- 2.1.2. Information Flow -- 2.2. Organizational Governance Systems -- 2.3. Functions Associated with Projects -- 2.3.1. Provide Oversight and Coordination -- 2.3.2. Present Objectives and Feedback -- 2.3.3. Facilitate and Support -- 2.3.4. Perform Work and Contribute Insights -- 2.3.5. Apply Expertise -- 2.3.6. Provide Business Direction and Insight -- 2.3.7. Provide Resources and Direction -- 2.3.8. Maintain Governance -- 2.4. The Project Environment -- 2.4.1. Internal Environment -- 2.4.2. External Environment -- 2.5. Product Management Considerations -- 3. Project Management Principles -- 3.1. Be a Diligent, Respectful, and Caring Steward -- 3.2. Create a Collaborative Project Team Environment -- 3.3. Effectively Engage with Stakeholders -- 3.4. Focus on Value -- 3.5. Recognize, Evaluate, and Respond to System Interactions -- 3.6. Demonstrate Leadership Behaviors -- 3.7. Tailor Based on Context -- 3.8. Build Quality into Processes and Deliverables -- 3.9. Navigate Complexity -- 3.10. Optimize Risk Responses -- 3.11. Embrace Adaptability and Resiliency -- 3.12. Enable Change to Achieve the Envisioned Future State -- References -- A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- 1. Introduction -- 1.1. Structure of the PMBOK Guide -- 1.2. Relationship of the PMBOK Guide and The Standard for Project Management -- 1.3. Changes to the PMBOK Guide -- 1.4. Relationship to PMIstandards+ -- 2. Project Performance Domains | |
| 505 | 8 | |a 2.1. Stakeholder Performance Domain -- 2.1.1. Stakeholder Engagement -- 2.1.2. Interactions with other Performance Domains -- 2.1.3. Checking Results -- 2.2. Team Performance Domain -- 2.2.1. Project Team Management and Leadership -- 2.2.2. Project Team Culture -- 2.2.3. High-Performing Project Teams -- 2.2.4. Leadership Skills -- 2.2.5. Tailoring Leadership Styles -- 2.2.6. Interactions with other Performance Domains -- 2.2.7. Checking Results -- 2.3. Development Approach and Life Cycle Performance Domain -- 2.3.1. Development, Cadence, and Life Cycle Relationship -- 2.3.2. Delivery Cadence -- 2.3.3. Development Approaches -- 2.3.4. Considerations for Selecting a Development Approach -- 2.3.5. Life Cycle and Phase Definitions -- 2.3.6. Aligning of Delivery Cadence, Development Approach, and Life Cycle -- 2.3.7. Interactions with other Performance Domains -- 2.3.8. Measuring Outcomes -- 2.4. Planning Performance Domain -- 2.4.1. Planning Overview -- 2.4.2. Planning Variables -- 2.4.3. Project Team Composition and Structure -- 2.4.4. Communication -- 2.4.5. Physical Resources -- 2.4.6. Procurement -- 2.4.7. Changes -- 2.4.8. Metrics -- 2.4.9. Alignment -- 2.4.10. Interactions with other Performance Domains -- 2.4.11. Checking Results -- 2.5. Project Work Performance Domain -- 2.5.1. Project Processes -- 2.5.2. Balancing Competing Constraints -- 2.5.3. Maintaining Project Team Focus -- 2.5.4. Project Communications and Engagement -- 2.5.5. Managing Physical Resources -- 2.5.6. Working with Procurements -- 2.5.7. Monitoring New Work and Changes -- 2.5.8. Learning throughout the Project -- 2.5.9. Interactions with other Performance Domains -- 2.5.10. Checking Results -- 2.6. Delivery Performance Domain -- 2.6.1. Delivery of Value -- 2.6.2. Deliverables -- 2.6.3. Quality -- 2.6.4. Suboptimal Outcomes -- 2.6.5. Interactions with other Performance Domains | |
| 505 | 8 | |a 2.6.6. Checking Results -- 2.7. Measurement Performance Domain -- 2.7.1. Establishing Effective Measures -- 2.7.2. What to Measure -- 2.7.3. Presenting Information -- 2.7.4. Measurement Pitfalls -- 2.7.5. Troubleshooting Performance -- 2.7.6. Growing and Improving -- 2.7.7. Interactions with other Performance Domains -- 2.7.8. Checking Results -- 2.8. Uncertainty Performance Domain -- 2.8.1. General Uncertainty -- 2.8.2. Ambiguity -- 2.8.3. Complexity -- 2.8.4. Volatility -- 2.8.5. Risk -- 2.8.6. Interactions with other Performance Domains -- 2.8.7. Checking Results -- 3. Tailoring -- 3.1. Overview -- 3.2. Why Tailor? -- 3.3. What to Tailor -- 3.3.1. Life Cycle and Development Approach Selection -- 3.3.2. Processes -- 3.3.3. Engagement -- 3.3.4. Tools -- 3.3.5. Methods and Artifacts -- 3.4. The Tailoring Process -- 3.4.1. Select Initial Development Approach -- 3.4.2. Tailor for the Organization -- 3.4.3. Tailor for the Project -- 3.5. Tailoring the Performance Domains -- 3.5.1. Stakeholders -- 3.5.2. Project Team -- 3.5.3. Development Approach and Life Cycle -- 3.5.4. Planning -- 3.5.5. Project Work -- 3.5.6. Delivery -- 3.5.7. Uncertainty -- 3.5.8. Measurement -- 3.6. Diagnostics -- 3.7. Summary -- 4. Models, Methods, and Artifacts -- 4.1. Overview -- 4.2. Commonly Used Models -- 4.2.1. Situational Leadership Models -- 4.2.2. Communication Models -- 4.2.3. Motivation Models -- 4.2.4. Change Models -- 4.2.5. Complexity Models -- 4.2.6. Project Team Development Models -- 4.2.7. Other Models -- 4.3. Models Applied Across Performance Domains -- 4.4. Commonly Used Methods -- 4.4.1. Data Gathering and Analysis -- 4.4.2. Estimating -- 4.4.3. Meetings and Events -- 4.4.4. Other Methods -- 4.5. Methods Applied Across Performance Domains -- 4.6. Commonly Used Artifacts -- 4.6.1. Strategy Artifacts -- 4.6.2. Logs and Registers -- 4.6.3. Plans | |
| 505 | 8 | |a 4.6.4. Hierarchy Charts -- 4.6.5. Baselines -- 4.6.6. Visual Data and Information -- 4.6.7. Reports -- 4.6.8. Agreements and Contracts -- 4.6.9. Other Artifacts -- 4.7. Artifacts Applied Across Performance Domains -- References -- Appendix X1. Contributors and Reviewers of the Standard for Project Management and a Guide to the Project Management Body of Knowledge - Seventh Edition -- X1.1. Contributors -- X1.2. PMI Staff -- Appendix X2. Sponsor -- X2.1. Introduction -- X2.2. The Sponsor Role -- X2.3. Lack of Engagement -- X2.4. Sponsor Behaviors -- X2.5. Conclusion -- X2.6. Suggested Resources -- Appendix X3. The Project Management Office -- X3.1. Introduction -- X3.2. The PMO Value Proposition-Why have One? -- X3.3. Key PMO Capabilities -- X3.4. Evolving for Stronger Benefits Realization -- X3.5. Learn More about PMOs -- X3.6. Suggested Resources -- Appendix X4. Product -- X4.1. Introduction -- X4.2. Global Market Shifts -- X4.3. Impact on Project Delivery Practices -- X4.4. Organizational Considerations for Product Management -- X4.5. Summary -- X4.6. Suggested Resources -- Appendix X5. Research and Development for the Standard for Project Management -- X5.1. Introduction -- X5.2. The Move to a Principle-Based Standard -- X5.3. Research for the Standard for Project Management -- X5.4. Standard Development Process -- X5.5. Validating the Standard -- X5.6. Summary -- Glossary -- 1. Inclusions and Exclusions -- 2. Common Acronyms -- 3. Definitions | |
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| contents | Cover Page -- Title Page -- Copyright Page -- Notice -- Preface -- Table of Contents -- List of Figures and Tables -- The Standard for Project Management -- 1. Introduction -- 1.1. Purpose of the Standard for Project Management -- 1.2. Key Terms and Concepts -- 1.3. Audience for this Standard -- 2. A System for Value Delivery -- 2.1. Creating Value -- 2.1.1. Value Delivery Components -- 2.1.2. Information Flow -- 2.2. Organizational Governance Systems -- 2.3. Functions Associated with Projects -- 2.3.1. Provide Oversight and Coordination -- 2.3.2. Present Objectives and Feedback -- 2.3.3. Facilitate and Support -- 2.3.4. Perform Work and Contribute Insights -- 2.3.5. Apply Expertise -- 2.3.6. Provide Business Direction and Insight -- 2.3.7. Provide Resources and Direction -- 2.3.8. Maintain Governance -- 2.4. The Project Environment -- 2.4.1. Internal Environment -- 2.4.2. External Environment -- 2.5. Product Management Considerations -- 3. Project Management Principles -- 3.1. Be a Diligent, Respectful, and Caring Steward -- 3.2. Create a Collaborative Project Team Environment -- 3.3. Effectively Engage with Stakeholders -- 3.4. Focus on Value -- 3.5. Recognize, Evaluate, and Respond to System Interactions -- 3.6. Demonstrate Leadership Behaviors -- 3.7. Tailor Based on Context -- 3.8. Build Quality into Processes and Deliverables -- 3.9. Navigate Complexity -- 3.10. Optimize Risk Responses -- 3.11. Embrace Adaptability and Resiliency -- 3.12. Enable Change to Achieve the Envisioned Future State -- References -- A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- 1. Introduction -- 1.1. Structure of the PMBOK Guide -- 1.2. Relationship of the PMBOK Guide and The Standard for Project Management -- 1.3. Changes to the PMBOK Guide -- 1.4. Relationship to PMIstandards+ -- 2. Project Performance Domains 2.1. Stakeholder Performance Domain -- 2.1.1. Stakeholder Engagement -- 2.1.2. Interactions with other Performance Domains -- 2.1.3. Checking Results -- 2.2. Team Performance Domain -- 2.2.1. Project Team Management and Leadership -- 2.2.2. Project Team Culture -- 2.2.3. High-Performing Project Teams -- 2.2.4. Leadership Skills -- 2.2.5. Tailoring Leadership Styles -- 2.2.6. Interactions with other Performance Domains -- 2.2.7. Checking Results -- 2.3. Development Approach and Life Cycle Performance Domain -- 2.3.1. Development, Cadence, and Life Cycle Relationship -- 2.3.2. Delivery Cadence -- 2.3.3. Development Approaches -- 2.3.4. Considerations for Selecting a Development Approach -- 2.3.5. Life Cycle and Phase Definitions -- 2.3.6. Aligning of Delivery Cadence, Development Approach, and Life Cycle -- 2.3.7. Interactions with other Performance Domains -- 2.3.8. Measuring Outcomes -- 2.4. Planning Performance Domain -- 2.4.1. Planning Overview -- 2.4.2. Planning Variables -- 2.4.3. Project Team Composition and Structure -- 2.4.4. Communication -- 2.4.5. Physical Resources -- 2.4.6. Procurement -- 2.4.7. Changes -- 2.4.8. Metrics -- 2.4.9. Alignment -- 2.4.10. Interactions with other Performance Domains -- 2.4.11. Checking Results -- 2.5. Project Work Performance Domain -- 2.5.1. Project Processes -- 2.5.2. Balancing Competing Constraints -- 2.5.3. Maintaining Project Team Focus -- 2.5.4. Project Communications and Engagement -- 2.5.5. Managing Physical Resources -- 2.5.6. Working with Procurements -- 2.5.7. Monitoring New Work and Changes -- 2.5.8. Learning throughout the Project -- 2.5.9. Interactions with other Performance Domains -- 2.5.10. Checking Results -- 2.6. Delivery Performance Domain -- 2.6.1. Delivery of Value -- 2.6.2. Deliverables -- 2.6.3. Quality -- 2.6.4. Suboptimal Outcomes -- 2.6.5. Interactions with other Performance Domains 2.6.6. Checking Results -- 2.7. Measurement Performance Domain -- 2.7.1. Establishing Effective Measures -- 2.7.2. What to Measure -- 2.7.3. Presenting Information -- 2.7.4. Measurement Pitfalls -- 2.7.5. Troubleshooting Performance -- 2.7.6. Growing and Improving -- 2.7.7. Interactions with other Performance Domains -- 2.7.8. Checking Results -- 2.8. Uncertainty Performance Domain -- 2.8.1. General Uncertainty -- 2.8.2. Ambiguity -- 2.8.3. Complexity -- 2.8.4. Volatility -- 2.8.5. Risk -- 2.8.6. Interactions with other Performance Domains -- 2.8.7. Checking Results -- 3. Tailoring -- 3.1. Overview -- 3.2. Why Tailor? -- 3.3. What to Tailor -- 3.3.1. Life Cycle and Development Approach Selection -- 3.3.2. Processes -- 3.3.3. Engagement -- 3.3.4. Tools -- 3.3.5. Methods and Artifacts -- 3.4. The Tailoring Process -- 3.4.1. Select Initial Development Approach -- 3.4.2. Tailor for the Organization -- 3.4.3. Tailor for the Project -- 3.5. Tailoring the Performance Domains -- 3.5.1. Stakeholders -- 3.5.2. Project Team -- 3.5.3. Development Approach and Life Cycle -- 3.5.4. Planning -- 3.5.5. Project Work -- 3.5.6. Delivery -- 3.5.7. Uncertainty -- 3.5.8. Measurement -- 3.6. Diagnostics -- 3.7. Summary -- 4. Models, Methods, and Artifacts -- 4.1. Overview -- 4.2. Commonly Used Models -- 4.2.1. Situational Leadership Models -- 4.2.2. Communication Models -- 4.2.3. Motivation Models -- 4.2.4. Change Models -- 4.2.5. Complexity Models -- 4.2.6. Project Team Development Models -- 4.2.7. Other Models -- 4.3. Models Applied Across Performance Domains -- 4.4. Commonly Used Methods -- 4.4.1. Data Gathering and Analysis -- 4.4.2. Estimating -- 4.4.3. Meetings and Events -- 4.4.4. Other Methods -- 4.5. Methods Applied Across Performance Domains -- 4.6. Commonly Used Artifacts -- 4.6.1. Strategy Artifacts -- 4.6.2. Logs and Registers -- 4.6.3. Plans 4.6.4. Hierarchy Charts -- 4.6.5. Baselines -- 4.6.6. Visual Data and Information -- 4.6.7. Reports -- 4.6.8. Agreements and Contracts -- 4.6.9. Other Artifacts -- 4.7. Artifacts Applied Across Performance Domains -- References -- Appendix X1. Contributors and Reviewers of the Standard for Project Management and a Guide to the Project Management Body of Knowledge - Seventh Edition -- X1.1. Contributors -- X1.2. PMI Staff -- Appendix X2. Sponsor -- X2.1. Introduction -- X2.2. The Sponsor Role -- X2.3. Lack of Engagement -- X2.4. Sponsor Behaviors -- X2.5. Conclusion -- X2.6. Suggested Resources -- Appendix X3. The Project Management Office -- X3.1. Introduction -- X3.2. The PMO Value Proposition-Why have One? -- X3.3. Key PMO Capabilities -- X3.4. Evolving for Stronger Benefits Realization -- X3.5. Learn More about PMOs -- X3.6. Suggested Resources -- Appendix X4. Product -- X4.1. Introduction -- X4.2. Global Market Shifts -- X4.3. Impact on Project Delivery Practices -- X4.4. Organizational Considerations for Product Management -- X4.5. Summary -- X4.6. Suggested Resources -- Appendix X5. Research and Development for the Standard for Project Management -- X5.1. Introduction -- X5.2. The Move to a Principle-Based Standard -- X5.3. Research for the Standard for Project Management -- X5.4. Standard Development Process -- X5.5. Validating the Standard -- X5.6. Summary -- Glossary -- 1. Inclusions and Exclusions -- 2. Common Acronyms -- 3. Definitions |
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| discipline | Informatik Wirtschaftswissenschaften |
| discipline_str_mv | Informatik Wirtschaftswissenschaften |
| format | Electronic eBook |
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Project Team Management and Leadership -- 2.2.2. Project Team Culture -- 2.2.3. High-Performing Project Teams -- 2.2.4. Leadership Skills -- 2.2.5. Tailoring Leadership Styles -- 2.2.6. Interactions with other Performance Domains -- 2.2.7. Checking Results -- 2.3. Development Approach and Life Cycle Performance Domain -- 2.3.1. Development, Cadence, and Life Cycle Relationship -- 2.3.2. Delivery Cadence -- 2.3.3. Development Approaches -- 2.3.4. Considerations for Selecting a Development Approach -- 2.3.5. Life Cycle and Phase Definitions -- 2.3.6. Aligning of Delivery Cadence, Development Approach, and Life Cycle -- 2.3.7. Interactions with other Performance Domains -- 2.3.8. Measuring Outcomes -- 2.4. Planning Performance Domain -- 2.4.1. Planning Overview -- 2.4.2. Planning Variables -- 2.4.3. Project Team Composition and Structure -- 2.4.4. Communication -- 2.4.5. Physical Resources -- 2.4.6. Procurement -- 2.4.7. Changes -- 2.4.8. Metrics -- 2.4.9. Alignment -- 2.4.10. Interactions with other Performance Domains -- 2.4.11. Checking Results -- 2.5. Project Work Performance Domain -- 2.5.1. Project Processes -- 2.5.2. Balancing Competing Constraints -- 2.5.3. Maintaining Project Team Focus -- 2.5.4. Project Communications and Engagement -- 2.5.5. Managing Physical Resources -- 2.5.6. Working with Procurements -- 2.5.7. Monitoring New Work and Changes -- 2.5.8. Learning throughout the Project -- 2.5.9. Interactions with other Performance Domains -- 2.5.10. Checking Results -- 2.6. Delivery Performance Domain -- 2.6.1. Delivery of Value -- 2.6.2. Deliverables -- 2.6.3. Quality -- 2.6.4. Suboptimal Outcomes -- 2.6.5. Interactions with other Performance Domains</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">2.6.6. Checking Results -- 2.7. Measurement Performance Domain -- 2.7.1. Establishing Effective Measures -- 2.7.2. What to Measure -- 2.7.3. Presenting Information -- 2.7.4. Measurement Pitfalls -- 2.7.5. Troubleshooting Performance -- 2.7.6. Growing and Improving -- 2.7.7. Interactions with other Performance Domains -- 2.7.8. Checking Results -- 2.8. Uncertainty Performance Domain -- 2.8.1. General Uncertainty -- 2.8.2. Ambiguity -- 2.8.3. Complexity -- 2.8.4. Volatility -- 2.8.5. Risk -- 2.8.6. Interactions with other Performance Domains -- 2.8.7. Checking Results -- 3. Tailoring -- 3.1. Overview -- 3.2. Why Tailor? -- 3.3. What to Tailor -- 3.3.1. Life Cycle and Development Approach Selection -- 3.3.2. Processes -- 3.3.3. Engagement -- 3.3.4. Tools -- 3.3.5. Methods and Artifacts -- 3.4. The Tailoring Process -- 3.4.1. Select Initial Development Approach -- 3.4.2. Tailor for the Organization -- 3.4.3. Tailor for the Project -- 3.5. Tailoring the Performance Domains -- 3.5.1. Stakeholders -- 3.5.2. Project Team -- 3.5.3. Development Approach and Life Cycle -- 3.5.4. Planning -- 3.5.5. Project Work -- 3.5.6. Delivery -- 3.5.7. Uncertainty -- 3.5.8. Measurement -- 3.6. Diagnostics -- 3.7. Summary -- 4. Models, Methods, and Artifacts -- 4.1. Overview -- 4.2. Commonly Used Models -- 4.2.1. Situational Leadership Models -- 4.2.2. Communication Models -- 4.2.3. Motivation Models -- 4.2.4. Change Models -- 4.2.5. Complexity Models -- 4.2.6. Project Team Development Models -- 4.2.7. Other Models -- 4.3. Models Applied Across Performance Domains -- 4.4. Commonly Used Methods -- 4.4.1. Data Gathering and Analysis -- 4.4.2. Estimating -- 4.4.3. Meetings and Events -- 4.4.4. Other Methods -- 4.5. Methods Applied Across Performance Domains -- 4.6. Commonly Used Artifacts -- 4.6.1. Strategy Artifacts -- 4.6.2. Logs and Registers -- 4.6.3. Plans</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">4.6.4. Hierarchy Charts -- 4.6.5. Baselines -- 4.6.6. Visual Data and Information -- 4.6.7. Reports -- 4.6.8. Agreements and Contracts -- 4.6.9. Other Artifacts -- 4.7. Artifacts Applied Across Performance Domains -- References -- Appendix X1. Contributors and Reviewers of the Standard for Project Management and a Guide to the Project Management Body of Knowledge - Seventh Edition -- X1.1. Contributors -- X1.2. PMI Staff -- Appendix X2. Sponsor -- X2.1. Introduction -- X2.2. The Sponsor Role -- X2.3. Lack of Engagement -- X2.4. Sponsor Behaviors -- X2.5. Conclusion -- X2.6. Suggested Resources -- Appendix X3. The Project Management Office -- X3.1. Introduction -- X3.2. The PMO Value Proposition-Why have One? -- X3.3. Key PMO Capabilities -- X3.4. Evolving for Stronger Benefits Realization -- X3.5. Learn More about PMOs -- X3.6. Suggested Resources -- Appendix X4. Product -- X4.1. Introduction -- X4.2. Global Market Shifts -- X4.3. Impact on Project Delivery Practices -- X4.4. Organizational Considerations for Product Management -- X4.5. Summary -- X4.6. Suggested Resources -- Appendix X5. Research and Development for the Standard for Project Management -- X5.1. Introduction -- X5.2. The Move to a Principle-Based Standard -- X5.3. Research for the Standard for Project Management -- X5.4. Standard Development Process -- X5.5. Validating the Standard -- X5.6. Summary -- Glossary -- 1. Inclusions and Exclusions -- 2. Common Acronyms -- 3. 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| genre | (DE-588)4151278-9 Einführung gnd-content |
| genre_facet | Einführung |
| id | DE-604.BV047468834 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T18:08:35Z |
| indexdate | 2024-07-10T09:12:58Z |
| institution | BVB |
| isbn | 9781628256659 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032870520 |
| oclc_num | 1255234842 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (290 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE_Kauf |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | Project Management Institute |
| record_format | marc |
| series2 | PMBOK Guide |
| spelling | Institute, Project Management Verfasser aut A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) Chicago Project Management Institute 2021 ©2021 1 Online-Ressource (290 Seiten) txt rdacontent c rdamedia cr rdacarrier PMBOK Guide Description based on publisher supplied metadata and other sources Cover Page -- Title Page -- Copyright Page -- Notice -- Preface -- Table of Contents -- List of Figures and Tables -- The Standard for Project Management -- 1. Introduction -- 1.1. Purpose of the Standard for Project Management -- 1.2. Key Terms and Concepts -- 1.3. Audience for this Standard -- 2. A System for Value Delivery -- 2.1. Creating Value -- 2.1.1. Value Delivery Components -- 2.1.2. Information Flow -- 2.2. Organizational Governance Systems -- 2.3. Functions Associated with Projects -- 2.3.1. Provide Oversight and Coordination -- 2.3.2. Present Objectives and Feedback -- 2.3.3. Facilitate and Support -- 2.3.4. Perform Work and Contribute Insights -- 2.3.5. Apply Expertise -- 2.3.6. Provide Business Direction and Insight -- 2.3.7. Provide Resources and Direction -- 2.3.8. Maintain Governance -- 2.4. The Project Environment -- 2.4.1. Internal Environment -- 2.4.2. External Environment -- 2.5. Product Management Considerations -- 3. Project Management Principles -- 3.1. Be a Diligent, Respectful, and Caring Steward -- 3.2. Create a Collaborative Project Team Environment -- 3.3. Effectively Engage with Stakeholders -- 3.4. Focus on Value -- 3.5. Recognize, Evaluate, and Respond to System Interactions -- 3.6. Demonstrate Leadership Behaviors -- 3.7. Tailor Based on Context -- 3.8. Build Quality into Processes and Deliverables -- 3.9. Navigate Complexity -- 3.10. Optimize Risk Responses -- 3.11. Embrace Adaptability and Resiliency -- 3.12. Enable Change to Achieve the Envisioned Future State -- References -- A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- 1. Introduction -- 1.1. Structure of the PMBOK Guide -- 1.2. Relationship of the PMBOK Guide and The Standard for Project Management -- 1.3. Changes to the PMBOK Guide -- 1.4. Relationship to PMIstandards+ -- 2. Project Performance Domains 2.1. Stakeholder Performance Domain -- 2.1.1. Stakeholder Engagement -- 2.1.2. Interactions with other Performance Domains -- 2.1.3. Checking Results -- 2.2. Team Performance Domain -- 2.2.1. Project Team Management and Leadership -- 2.2.2. Project Team Culture -- 2.2.3. High-Performing Project Teams -- 2.2.4. Leadership Skills -- 2.2.5. Tailoring Leadership Styles -- 2.2.6. Interactions with other Performance Domains -- 2.2.7. Checking Results -- 2.3. Development Approach and Life Cycle Performance Domain -- 2.3.1. Development, Cadence, and Life Cycle Relationship -- 2.3.2. Delivery Cadence -- 2.3.3. Development Approaches -- 2.3.4. Considerations for Selecting a Development Approach -- 2.3.5. Life Cycle and Phase Definitions -- 2.3.6. Aligning of Delivery Cadence, Development Approach, and Life Cycle -- 2.3.7. Interactions with other Performance Domains -- 2.3.8. Measuring Outcomes -- 2.4. Planning Performance Domain -- 2.4.1. Planning Overview -- 2.4.2. Planning Variables -- 2.4.3. Project Team Composition and Structure -- 2.4.4. Communication -- 2.4.5. Physical Resources -- 2.4.6. Procurement -- 2.4.7. Changes -- 2.4.8. Metrics -- 2.4.9. Alignment -- 2.4.10. Interactions with other Performance Domains -- 2.4.11. Checking Results -- 2.5. Project Work Performance Domain -- 2.5.1. Project Processes -- 2.5.2. Balancing Competing Constraints -- 2.5.3. Maintaining Project Team Focus -- 2.5.4. Project Communications and Engagement -- 2.5.5. Managing Physical Resources -- 2.5.6. Working with Procurements -- 2.5.7. Monitoring New Work and Changes -- 2.5.8. Learning throughout the Project -- 2.5.9. Interactions with other Performance Domains -- 2.5.10. Checking Results -- 2.6. Delivery Performance Domain -- 2.6.1. Delivery of Value -- 2.6.2. Deliverables -- 2.6.3. Quality -- 2.6.4. Suboptimal Outcomes -- 2.6.5. Interactions with other Performance Domains 2.6.6. Checking Results -- 2.7. Measurement Performance Domain -- 2.7.1. Establishing Effective Measures -- 2.7.2. What to Measure -- 2.7.3. Presenting Information -- 2.7.4. Measurement Pitfalls -- 2.7.5. Troubleshooting Performance -- 2.7.6. Growing and Improving -- 2.7.7. Interactions with other Performance Domains -- 2.7.8. Checking Results -- 2.8. Uncertainty Performance Domain -- 2.8.1. General Uncertainty -- 2.8.2. Ambiguity -- 2.8.3. Complexity -- 2.8.4. Volatility -- 2.8.5. Risk -- 2.8.6. Interactions with other Performance Domains -- 2.8.7. Checking Results -- 3. Tailoring -- 3.1. Overview -- 3.2. Why Tailor? -- 3.3. What to Tailor -- 3.3.1. Life Cycle and Development Approach Selection -- 3.3.2. Processes -- 3.3.3. Engagement -- 3.3.4. Tools -- 3.3.5. Methods and Artifacts -- 3.4. The Tailoring Process -- 3.4.1. Select Initial Development Approach -- 3.4.2. Tailor for the Organization -- 3.4.3. Tailor for the Project -- 3.5. Tailoring the Performance Domains -- 3.5.1. Stakeholders -- 3.5.2. Project Team -- 3.5.3. Development Approach and Life Cycle -- 3.5.4. Planning -- 3.5.5. Project Work -- 3.5.6. Delivery -- 3.5.7. Uncertainty -- 3.5.8. Measurement -- 3.6. Diagnostics -- 3.7. Summary -- 4. Models, Methods, and Artifacts -- 4.1. Overview -- 4.2. Commonly Used Models -- 4.2.1. Situational Leadership Models -- 4.2.2. Communication Models -- 4.2.3. Motivation Models -- 4.2.4. Change Models -- 4.2.5. Complexity Models -- 4.2.6. Project Team Development Models -- 4.2.7. Other Models -- 4.3. Models Applied Across Performance Domains -- 4.4. Commonly Used Methods -- 4.4.1. Data Gathering and Analysis -- 4.4.2. Estimating -- 4.4.3. Meetings and Events -- 4.4.4. Other Methods -- 4.5. Methods Applied Across Performance Domains -- 4.6. Commonly Used Artifacts -- 4.6.1. Strategy Artifacts -- 4.6.2. Logs and Registers -- 4.6.3. Plans 4.6.4. Hierarchy Charts -- 4.6.5. Baselines -- 4.6.6. Visual Data and Information -- 4.6.7. Reports -- 4.6.8. Agreements and Contracts -- 4.6.9. Other Artifacts -- 4.7. Artifacts Applied Across Performance Domains -- References -- Appendix X1. Contributors and Reviewers of the Standard for Project Management and a Guide to the Project Management Body of Knowledge - Seventh Edition -- X1.1. Contributors -- X1.2. PMI Staff -- Appendix X2. Sponsor -- X2.1. Introduction -- X2.2. The Sponsor Role -- X2.3. Lack of Engagement -- X2.4. Sponsor Behaviors -- X2.5. Conclusion -- X2.6. Suggested Resources -- Appendix X3. The Project Management Office -- X3.1. Introduction -- X3.2. The PMO Value Proposition-Why have One? -- X3.3. Key PMO Capabilities -- X3.4. Evolving for Stronger Benefits Realization -- X3.5. Learn More about PMOs -- X3.6. Suggested Resources -- Appendix X4. Product -- X4.1. Introduction -- X4.2. Global Market Shifts -- X4.3. Impact on Project Delivery Practices -- X4.4. Organizational Considerations for Product Management -- X4.5. Summary -- X4.6. Suggested Resources -- Appendix X5. Research and Development for the Standard for Project Management -- X5.1. Introduction -- X5.2. The Move to a Principle-Based Standard -- X5.3. Research for the Standard for Project Management -- X5.4. Standard Development Process -- X5.5. Validating the Standard -- X5.6. Summary -- Glossary -- 1. Inclusions and Exclusions -- 2. Common Acronyms -- 3. Definitions Matrixorganisation (DE-588)4136164-7 gnd rswk-swf Organisationsstruktur (DE-588)4115464-2 gnd rswk-swf Projektmanagement (DE-588)4047441-0 gnd rswk-swf (DE-588)4151278-9 Einführung gnd-content Projektmanagement (DE-588)4047441-0 s DE-604 Organisationsstruktur (DE-588)4115464-2 s Matrixorganisation (DE-588)4136164-7 s Erscheint auch als Druck-Ausgabe Institute, Project Management A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) Chicago : Project Management Institute,c2021 9781628256642 |
| spellingShingle | Institute, Project Management A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) Cover Page -- Title Page -- Copyright Page -- Notice -- Preface -- Table of Contents -- List of Figures and Tables -- The Standard for Project Management -- 1. Introduction -- 1.1. Purpose of the Standard for Project Management -- 1.2. Key Terms and Concepts -- 1.3. Audience for this Standard -- 2. A System for Value Delivery -- 2.1. Creating Value -- 2.1.1. Value Delivery Components -- 2.1.2. Information Flow -- 2.2. Organizational Governance Systems -- 2.3. Functions Associated with Projects -- 2.3.1. Provide Oversight and Coordination -- 2.3.2. Present Objectives and Feedback -- 2.3.3. Facilitate and Support -- 2.3.4. Perform Work and Contribute Insights -- 2.3.5. Apply Expertise -- 2.3.6. Provide Business Direction and Insight -- 2.3.7. Provide Resources and Direction -- 2.3.8. Maintain Governance -- 2.4. The Project Environment -- 2.4.1. Internal Environment -- 2.4.2. External Environment -- 2.5. Product Management Considerations -- 3. Project Management Principles -- 3.1. Be a Diligent, Respectful, and Caring Steward -- 3.2. Create a Collaborative Project Team Environment -- 3.3. Effectively Engage with Stakeholders -- 3.4. Focus on Value -- 3.5. Recognize, Evaluate, and Respond to System Interactions -- 3.6. Demonstrate Leadership Behaviors -- 3.7. Tailor Based on Context -- 3.8. Build Quality into Processes and Deliverables -- 3.9. Navigate Complexity -- 3.10. Optimize Risk Responses -- 3.11. Embrace Adaptability and Resiliency -- 3.12. Enable Change to Achieve the Envisioned Future State -- References -- A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- 1. Introduction -- 1.1. Structure of the PMBOK Guide -- 1.2. Relationship of the PMBOK Guide and The Standard for Project Management -- 1.3. Changes to the PMBOK Guide -- 1.4. Relationship to PMIstandards+ -- 2. Project Performance Domains 2.1. Stakeholder Performance Domain -- 2.1.1. Stakeholder Engagement -- 2.1.2. Interactions with other Performance Domains -- 2.1.3. Checking Results -- 2.2. Team Performance Domain -- 2.2.1. Project Team Management and Leadership -- 2.2.2. Project Team Culture -- 2.2.3. High-Performing Project Teams -- 2.2.4. Leadership Skills -- 2.2.5. Tailoring Leadership Styles -- 2.2.6. Interactions with other Performance Domains -- 2.2.7. Checking Results -- 2.3. Development Approach and Life Cycle Performance Domain -- 2.3.1. Development, Cadence, and Life Cycle Relationship -- 2.3.2. Delivery Cadence -- 2.3.3. Development Approaches -- 2.3.4. Considerations for Selecting a Development Approach -- 2.3.5. Life Cycle and Phase Definitions -- 2.3.6. Aligning of Delivery Cadence, Development Approach, and Life Cycle -- 2.3.7. Interactions with other Performance Domains -- 2.3.8. Measuring Outcomes -- 2.4. Planning Performance Domain -- 2.4.1. Planning Overview -- 2.4.2. Planning Variables -- 2.4.3. Project Team Composition and Structure -- 2.4.4. Communication -- 2.4.5. Physical Resources -- 2.4.6. Procurement -- 2.4.7. Changes -- 2.4.8. Metrics -- 2.4.9. Alignment -- 2.4.10. Interactions with other Performance Domains -- 2.4.11. Checking Results -- 2.5. Project Work Performance Domain -- 2.5.1. Project Processes -- 2.5.2. Balancing Competing Constraints -- 2.5.3. Maintaining Project Team Focus -- 2.5.4. Project Communications and Engagement -- 2.5.5. Managing Physical Resources -- 2.5.6. Working with Procurements -- 2.5.7. Monitoring New Work and Changes -- 2.5.8. Learning throughout the Project -- 2.5.9. Interactions with other Performance Domains -- 2.5.10. Checking Results -- 2.6. Delivery Performance Domain -- 2.6.1. Delivery of Value -- 2.6.2. Deliverables -- 2.6.3. Quality -- 2.6.4. Suboptimal Outcomes -- 2.6.5. Interactions with other Performance Domains 2.6.6. Checking Results -- 2.7. Measurement Performance Domain -- 2.7.1. Establishing Effective Measures -- 2.7.2. What to Measure -- 2.7.3. Presenting Information -- 2.7.4. Measurement Pitfalls -- 2.7.5. Troubleshooting Performance -- 2.7.6. Growing and Improving -- 2.7.7. Interactions with other Performance Domains -- 2.7.8. Checking Results -- 2.8. Uncertainty Performance Domain -- 2.8.1. General Uncertainty -- 2.8.2. Ambiguity -- 2.8.3. Complexity -- 2.8.4. Volatility -- 2.8.5. Risk -- 2.8.6. Interactions with other Performance Domains -- 2.8.7. Checking Results -- 3. Tailoring -- 3.1. Overview -- 3.2. Why Tailor? -- 3.3. What to Tailor -- 3.3.1. Life Cycle and Development Approach Selection -- 3.3.2. Processes -- 3.3.3. Engagement -- 3.3.4. Tools -- 3.3.5. Methods and Artifacts -- 3.4. The Tailoring Process -- 3.4.1. Select Initial Development Approach -- 3.4.2. Tailor for the Organization -- 3.4.3. Tailor for the Project -- 3.5. Tailoring the Performance Domains -- 3.5.1. Stakeholders -- 3.5.2. Project Team -- 3.5.3. Development Approach and Life Cycle -- 3.5.4. Planning -- 3.5.5. Project Work -- 3.5.6. Delivery -- 3.5.7. Uncertainty -- 3.5.8. Measurement -- 3.6. Diagnostics -- 3.7. Summary -- 4. Models, Methods, and Artifacts -- 4.1. Overview -- 4.2. Commonly Used Models -- 4.2.1. Situational Leadership Models -- 4.2.2. Communication Models -- 4.2.3. Motivation Models -- 4.2.4. Change Models -- 4.2.5. Complexity Models -- 4.2.6. Project Team Development Models -- 4.2.7. Other Models -- 4.3. Models Applied Across Performance Domains -- 4.4. Commonly Used Methods -- 4.4.1. Data Gathering and Analysis -- 4.4.2. Estimating -- 4.4.3. Meetings and Events -- 4.4.4. Other Methods -- 4.5. Methods Applied Across Performance Domains -- 4.6. Commonly Used Artifacts -- 4.6.1. Strategy Artifacts -- 4.6.2. Logs and Registers -- 4.6.3. Plans 4.6.4. Hierarchy Charts -- 4.6.5. Baselines -- 4.6.6. Visual Data and Information -- 4.6.7. Reports -- 4.6.8. Agreements and Contracts -- 4.6.9. Other Artifacts -- 4.7. Artifacts Applied Across Performance Domains -- References -- Appendix X1. Contributors and Reviewers of the Standard for Project Management and a Guide to the Project Management Body of Knowledge - Seventh Edition -- X1.1. Contributors -- X1.2. PMI Staff -- Appendix X2. Sponsor -- X2.1. Introduction -- X2.2. The Sponsor Role -- X2.3. Lack of Engagement -- X2.4. Sponsor Behaviors -- X2.5. Conclusion -- X2.6. Suggested Resources -- Appendix X3. The Project Management Office -- X3.1. Introduction -- X3.2. The PMO Value Proposition-Why have One? -- X3.3. Key PMO Capabilities -- X3.4. Evolving for Stronger Benefits Realization -- X3.5. Learn More about PMOs -- X3.6. Suggested Resources -- Appendix X4. Product -- X4.1. Introduction -- X4.2. Global Market Shifts -- X4.3. Impact on Project Delivery Practices -- X4.4. Organizational Considerations for Product Management -- X4.5. Summary -- X4.6. Suggested Resources -- Appendix X5. Research and Development for the Standard for Project Management -- X5.1. Introduction -- X5.2. The Move to a Principle-Based Standard -- X5.3. Research for the Standard for Project Management -- X5.4. Standard Development Process -- X5.5. Validating the Standard -- X5.6. Summary -- Glossary -- 1. Inclusions and Exclusions -- 2. Common Acronyms -- 3. Definitions Matrixorganisation (DE-588)4136164-7 gnd Organisationsstruktur (DE-588)4115464-2 gnd Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4136164-7 (DE-588)4115464-2 (DE-588)4047441-0 (DE-588)4151278-9 |
| title | A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) |
| title_auth | A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) |
| title_exact_search | A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) |
| title_exact_search_txtP | A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) |
| title_full | A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) |
| title_fullStr | A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) |
| title_full_unstemmed | A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) |
| title_short | A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) |
| title_sort | a guide to the project management body of knowledge pmbok guide seventh edition and the standard for project management english |
| topic | Matrixorganisation (DE-588)4136164-7 gnd Organisationsstruktur (DE-588)4115464-2 gnd Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Matrixorganisation Organisationsstruktur Projektmanagement Einführung |
| work_keys_str_mv | AT instituteprojectmanagement aguidetotheprojectmanagementbodyofknowledgepmbokguideseventheditionandthestandardforprojectmanagementenglish |