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(PMBOK® Guide)—Fourth Edition electronic, manual, photocopying, recording, or by any information storage and retrieval Preface to the fourth edItIon. Free Pmbok 4th Edition PDF - Free download as PDF File .pdf), Text File .txt) or read online for free. Free-pmbok-4th-edition-pdf. Simply make a copy of the relevant page of the PMBOK® Guide, mark any means, electronic, manual, photocopying, recording, or by any information . A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Edition.


Pmbok 4th Edition Pdf Printable

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THE. PHARMACY TECHNICIAN. FOURTH EDITION. MORTON PUBLISHING COMPANY beijuaganette.gq Universal The Pharmacy Technici. Posts about pmbok 4th edition pdf free download english written by nhuongph. Download PMBOK Guide 4th Edition - PMP Certification Exams work if security and other advanced functions are imbedded in the PDF.

Last, I want to acknowledge the input of my family. Such a substantial re-write has taken me away from them for more time than I care to remember. I am, as always, forever grateful to my wife Kara, to whom I dedicate this work.

She deals with my persistent optimism bias in the most incredible way. Her love and support in delivering this edition, as for the past editions, has been formidable.

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Contents Introduction 3 1. To have up and running a new system, that would issue million cards and security numbers, convert outlets that handle credit cards to use the new technology and have operational a system that will handle in excess of transactions every second, was no small feat.

Oh, and customers needed to be informed that this was happening and that they would need to remember their PINs. It was vital that the process of continuing to do business had minimal interruptions from the new system. Instead, in the UK Interesting to see how much media coverage this success has achieved relative to some of the more notorious failures.

Introduction The introduction of Chip and PIN technology is a good example of a highly successful project. With the press fascinated by a plentiful supply of project failure stories, it would be tempting to believe that all projects fail.

This is certainly not the case — many projects though certainly not all do succeed in delivering what they promised. The Chip and PIN introduction project illustrates some of the features that we will see as being applicable to a wide range of other projects. It involved an array of interlinking activities — the technology development, the roll-out to stores, the IT systems to back it up, the issuing of cards, the training of staff and the gaining of support from card users.

There were also considerable consequences of failure — it was important for all the organisations involved.

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We will explore success and failure and some of the reasons for each in future chapters. For now, Chip and PIN is a good example of the art and science of managing a project and the importance of projects in general to the world in which we live. In this chapter, we will begin with definition, stating what constitutes a project and its management. In the case of Chip and PIN, there were clearly many issues that required the coordination that the management role provides. We will explore the role of a project manager in outline here and the careers of project managers.

Second, projects are important. Almost any activity can be claimed to be a project. Inspectors have considerable powers including closure of the premises where deficiencies are identified. The manager of the department was convinced that he was a project manager. Each inspection lasted for several hours and was, therefore, an activity with a start and a finish.

QED in his view it was a project. Integrated Project Team IPT leader — UK Ministry of Defence — ship procurement The prime role of the IPT leader is the management of the process from initial concept or identification of a requirement for a new capability, through the stages of approval, development, delivery into service, ongoing maintenance and finally disposal. The role is central to integrating the requirements both current and future of users, while making sure any equipment is compatible with other technology being used across the military.

The provision of what is termed through-life support is vital, with upgrade paths being required for all equipment. The duration of the project was that of the ship. Consider the requirements for managing each of these tasks. The process that was followed each time arrange visit, visit, report and follow up was the same and each inspector was visiting one or two premises a day.

This was operations rather than project management. Other parts included planning and executing the response to public health issues, such as an outbreak of a particular disease e-coli poisoning, for example. These were fortunately rare events and each one had its own characteristics. They also had to be preplanned, so that no time was wasted when they did occur.

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He was advised to look to operations management as a subject to help with the management of the day-to-day tasks, but to build a relevant knowledge base and set of practices for the projects he ran. Each part e. This task is clearly very different from that of the inspections.

It clearly does matter what we call projects, as when they have to be managed, it is useful to know something about the approach that should be taken to the management task. Some common themes are evident here: 1 Unique: the exact project has not been performed before. The project has a degree of novelty, in terms of time, place, team carrying out the task, product or service being provided.

However, something like it has almost certainly been done by someone somewhere before. For this reason, projects are said to have aspects of uniqueness. This is not to say that every project starts out with a complete and clear idea of exactly what will be achieved and how. While this is evident in many organisations and required for UK government-funded information technology IT projects , there are still many areas where this is not appropriate.

For instance, when a tsunami struck Asia at the end of , the task of bringing aid to those regions devastated by the event fell to many non-governmental agencies which planned and executed life-saving projects in the weeks and months following the devastation.

In each case, there was not the time to prepare a business case and indeed, given that there was no return envisaged, it is inappropriate to use this term, and the more generic notion of achieving a particular mission is more useful. It is useful to look further than this, with the mission being a means to an end. We say that projects are undertaken to deliver benefits. This characteristic is evident in both commercial and non-commercial projects.

These included assessments of the needs of different groups of people for instance, some needed life-saving medical treatment, some had no access to clean drinking water, others needed shelter. It is not clear what they would then be called or what would be an appropriate toolset to manage them. It is a fact that many projects start with a limited or high-level view of what will constitute their performance measures and it is quite normal for such criteria to evolve as the project progresses.

Related to this characteristic, uncertainty is another fundamental of projects. The future cannot be predicted with certainty, and in many cases nor can the response to activities carried out in a project. Where emergence referred to the requirements of the project, uncertainty covers all of the environmental conditions in which a project has to operate. For instance, there may be uncertainty about costs of people or materials, or whether some part of the project is indeed achievable.

All of these provide the project manager with a major challenge: how they work with such uncertainty.

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In addition to having uncertainty, projects have another characteristic — they usually involve change. It used to be the case that an IT project such as Chip and PIN would be viewed as a technical implementation of a new computer-based system. It is more usual now to consider it as an IT-enabled change project — the change brought about by any new system goes beyond the technology, to impact the way that people work.

We say that unlike a machine that is real and tangible, a project is a social construction — it was literally devised by people. It involves people and systems of people, both in the project team and associated with the project as customers, for instance. A project is intangible. This has implications for the way that we consider projects. They are so annoying and distracting.

The huge watermarks were completely uncalled for. September 24, at What are Contact Hours? Leave a Comment Cancel reply Loading Another PMI member September 06, at Reply to Another PMI member.

Harwinder Singh September 07, at I kind of understand where you are coming from. So I agree with what you said - the trust is one-directional only.

Harwinder Singh September 24, at And Crosswind material so i.

Related to this characteristic, uncertainty is another fundamental of projects. Second, many people have kindly provided feedback on previous editions and the drafts for this edition. Perhaps the biggest opportunities, however, can be found in thinking beyond the management of individual projects to standardising and streamlining the project management process itself. Unless otherwise specifically set forth on the Site or we give you written permission, you may only use and access, download and copy the PMI Content and print a single copy for your personal use, and you agree you will not alter, erase or otherwise obscure our copyright, proprietary or other notices on the PMI Content.