Journal articles: 'PMBOK'

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Ardi, Pujo Hastowo, Emha Ahdan Fahmi Elmuna, Muhammad Ali Zamroni, and Muhammad Ainul Yaqin. "Implementasi Project Management Body of Knowledge (PMBOK) pada Organisasi Pondok Pesantren." ILKOMNIKA: Journal of Computer Science and Applied Informatics 2, no. 3 (December 30, 2020): 314–28. http://dx.doi.org/10.28926/ilkomnika.v2i3.166.

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Pelaksanaan Organisasi Pondok Pesantren di Indonesia haruslah dapat memenuhi Standar Sekolah Asrama (SSA). Pada penelitian ini bertujuan memecahkan masalah penerapan standar sekolah asrama pada organisasi pondok pesantren dengan mengimplementasikan metode Project Management Body of Knowledge (PMBOK). Langkah-langkah dalam penelitian ini yaitu pengumpulan data, Identifikasi SSA, Implementasi PMBOK. Data primer yang digunakan yaitu data standar sekolah asrama (SSA) dan data sekunder yaitu 10 knowledge area pada framework PMBOK. Standar Sekolah Asrama yang diidentifikasi menggunakan metode Work Breakdown Structure (WBS). Setelah dilakukan Implementasi PMBOK, diketahui sebanyak 33 dari 49 proses PMBOK yang terpenuhi sesuai aktivitas dalam Standar Sekolah Asrama. Kekurangan dari SSA sendiri adalah tidak begitu spesifik pada pemodelan pembelajaran asrama pada satu tahun pengajaran, oleh karenanya banyak proses PMBOK yang tidak terisi oleh aktivitas yang ada pada analisis Standar Sekolah Asrama. Maka dari itu mengimplementasikan PMBOK dalam pelaksanaan organisasi pondok pesantren sangatlah diperlukan agar pelaksanaan organisasi di pondok pesantren bisa berjalan sesuai dengan harapan.

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Guida, Pier Luigi. "Il nuovo PMBOK "4"." PROJECT MANAGER (IL), no. 2 (June 2010): 15–20. http://dx.doi.org/10.3280/pm2010-002006.

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Okabayashi, Antonio, Marcos Alberto Castelhano Bruno, and Roberto Sbragia. "Excelência no gerenciamento de construção de hidrelétrica de grande porte." RAM. Revista de Administração Mackenzie 9, no. 6 (October 2008): 11–25. http://dx.doi.org/10.1590/s1678-69712008000600002.

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Este trabalho verifica a aplicação das práticas gerenciais descritas no PMBOK, na gestão da construção de duas hidrelétricas de grande porte no Brasil. Utilizando o método do estudo de caso, esta pesquisa permitiu a obtenção dos dados práticos referentes a 23 proposições selecionadas do PMBOK. O levantamento de campo, realizado em 2005, ocorreu por observação direta, coleta de documentos, entrevistas estruturadas e abertas. Visando à obtenção de dados sob perspectivas diferentes, foram selecionados para entrevista não só os gestores atuantes nos canteiros de obras dos dois projetos, mas também os executivos da matriz e um consultor. Os resultados atestam que as práticas de gerenciamento adotadas pelos gestores dos dois projetos, caso objeto deste estudo, são aderentes às proposições do PMBOK. Obteve-se também a descrição das práticas de gerenciamento de tempo, custo, comunicação e outras práticas relevantes não contempladas pelo modelo PMBOK. O trabalho permite recomendar que os referenciais relativos a caminho crítico, orçamento e flexibilização das proposições do PMBOK estão entre os aspectos prioritários a serem investigados em futuras pesquisas sobre gerenciamento de projetos.

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Fernández-Parra, Kenia, Ariannys Garrido-Saroza, Yosvani Ramírez-Martínez, and Isamira Perdomo-Bello. "PMBOK y PRINCE 2 similitudes y diferencias -PMBOK and PRINCE 2, similarities and differences." Revista Científica 3, no. 23 (January 4, 2016): 111. http://dx.doi.org/10.14483/udistrital.jour.rc.2015.23.a9.

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Existen diferentes estándares enfocados a la gestión de proyectos. Ejemplo de estos estándares lo constituyen la guía PMBOK y el método PRINCE2. En el presente trabajo se realizó un análisis comparativo de la guía PMBOK respecto al método estructurado PRINCE2, basado en la evaluación de diferentes fuentes bibliográficas. Durante el desarrollo de la investigación fueron analizados diferentes elementos teóricos de cada uno, tales como: el origen, la evolución, la estructura y su aplicación, lo que permite identificar similitudes y diferencias entre estos. El resultado de la investigación arroja que estos estándares no se consideran excluyentes y que pueden coexistir en un mismo proyecto. PRINCE2 determina qué, cómo, cuándo y por quiénes se ejecutarán las actividades, utilizando un lenguaje común de fácil asimilación y PMBOK constituye una guía de referencia internacional que incorpora una amplia gama de conocimientos sobre la gestión de proyectos.PMBOK and PRINCE 2, similarities and differencesABSTRACTThere are different standards focused on project management. Examples of these standards are the PMBOK Guide and PRINCE2 method. In this paper it is made a comparative analysis of the PMBOK Guide in relation to PRINCE2 structured method, based on the assessment of different literature sources. During the course of the investigation different theoretical elements of both PMBOK and PRINCE2 were analyzed, such as the origin, evolution, structure and application, allowing the identification of similarities and differences between them. The result of this research reveals that these standards are not considered mutually exclusive and that can coexist on the same project. PRINCE2 determines what, how, when and by whom the activities will be implemented using a common language easily assimilated and PMBOK is an international reference guide that incorporates a wide range of knowledge about project management.PMBOK e PRINCE2, semelhanças e diferençasRESUMO Existem diferentes padrões focados em gerenciamento de projetos. Exemplos destas normas constituem Guia PMBOK e do método PRINCE2. Neste trabalho foi realizada uma análise comparativa das orientações PMBOK PRINCE2 na abordagem estruturada, com base na avaliação de diferentes fontes bibliográficas. Durante o curso da investigação foram analisados diferentes elementos teóricos de cada um, tai como a origem, evolução, estrutura e aplicação, o que lhe permite identificar semelhanças e diferenças entre eles. O resultado da investigação mostra que essas normas não são considerados mutuamente exclusivos e podem coexistir no mesmo projeto. PRINCE2 determina o que, como, quando e por quem as actividades serão implementadas através de uma linguagem comum de fácil assimilação e PMBOK é um guia de referência internacional que incorpora uma ampla gama de conhecimentos sobre gerenciamento de projetos.

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Hikmawati, Erna. "Penyusunan Prosedur Operasional Standar Pengelolaan Proyek Berdasarkan Kerangka Kerja ITIL V3 dan PMBOK 5th." Jurnal Teknologi Rekayasa 3, no. 1 (June 20, 2018): 99. http://dx.doi.org/10.31544/jtera.v3.i1.2018.99-104.

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Dalam hal pengelolaan proyek, ada suatu standar yang dikeluarkan oleh Project Management Institute (PMI) yaitu Project Management Body of Knowledge (PMBOK) yang berisi mengenai standar dalam mengelola sebuah proyek. Selain itu, ada juga kerangka kerja (framework) yang memberikan best practice dalam manajemen layanan IT yaitu IT Infrastructure Library (ITIL). PT. Pasim Sentra Utama merupakan salah satu perusahaan IT Consultant di Bandung yang belum memiliki Prosedur Operasional Standar (POS) dalam pengelolaan proyek. Untuk meningkatkan daya saing dan performa dari perusahaan, maka sebaiknya PT. Pasim Sentra Utama menyusun POS yang standar dalam hal pengelolaan proyek. Melihat kondisi yang ada saat ini, maka penyusunan POS di PT. Pasim Sentra Utama sangat cocok menggunakan metode Business Process Reengineering (BPR). Hasil dari penelitian ini berupa 10 proses bisnis pengelolaan proyek di PT. Pasim Sentra Utama yang dapat diselaraskan dengan proses-proses yang ada pada standar PMBOK 5th dan kerangka kerja ITIL sehingga setiap aktivitas di dalamnya menjadi lebih efektif, efisien, dan terarah.Kata kunci: Prosedur Operasional Standar (POS), PMBOK, ITIL, Business Process Reenginering (BPR), proyek IT In project operational, there is a standard established by Project Management Institute (PMI) known as Project Management Body of Knowledge (PMBOK) containing standards in managing a project. In addition, there is also framework which describes best practice in IT service management i.e. IT Infrastructure Library (ITIL). PT. Pasim Sentra Utama is one of IT consultant in Bandung having project experiences and clients from many kinds of fields. Nonetheless, the company has not possessed SOP in project management. In order to improve company’s competitiveness and performances, the SOP has to be established. According to this condition, the arrangement of SOP in the company is assumed to be done by using Business Process Reengineering (BPR) methods. The result of this thesis shows that there are ten business process of project management in the company which can be synchronized to the process on PMBOK 5th standards and ITIL framework. Therefore, the standard operational procedures are arranged based on the requirement of input, process, equipment, technic, output, resources, related parties, and also infrastructures need mentioned in PMBOK 5th standards and ITIL V3 framework. This caused all activities become more directional, effective, and efficient.Keywords: Standard Operational Procedures (SOP), PMBOK, ITIL, Business Process Reengineering (BPR), IT projects

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Hors, Cora, Anna Carla Goldberg, Ederson Haroldo Pereira de Almeida, Fernando Galan Babio Júnior, and Luiz Vicente Rizzo. "Application of the enterprise management tools Lean Six Sigma and PMBOK in developing a program of research management." Einstein (São Paulo) 10, no. 4 (December 2012): 480–90. http://dx.doi.org/10.1590/s1679-45082012000400015.

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OBJECTIVE: Introduce a program for the management of scientific research in a General Hospital employing the business management tools Lean Six Sigma and PMBOK for project management in this area. METHODS: The Lean Six Sigma methodology was used to improve the management of the institution's scientific research through a specific tool (DMAIC) for identification, implementation and posterior analysis based on PMBOK practices of the solutions found. RESULTS: We present our solutions for the management of institutional research projects at the Sociedade Beneficente Israelita Brasileira Albert Einstein. The solutions were classified into four headings: people, processes, systems and organizational culture. A preliminary analysis of these solutions showed them to be completely or partially compliant to the processes described in the PMBOK Guide. CONCLUSION: In this post facto study, we verified that the solutions drawn from a project using Lean Six Sigma methodology and based on PMBOK enabled the improvement of our processes dealing with the management of scientific research carried out in the institution and constitutes a model to contribute to the search of innovative science management solutions by other institutions dealing with scientific research in Brazil.

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TACHIKAWA, Yuki, Hiroshi MARUYAMA, and Taichi NAKAMURA. "Project Management Education Using PMBOK Simulator." Journal of JSEE 61, no. 5 (2013): 5_22–5_27. http://dx.doi.org/10.4307/jsee.61.5_22.

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Jamali, Gholamreza, and Mina Oveisi. "A Study on Project Management Based on PMBOK and PRINCE2." Modern Applied Science 10, no. 6 (April 10, 2016): 142. http://dx.doi.org/10.5539/mas.v10n6p142.

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The Project Management Body of Knowledge (PMBOK) is a group of processes and knowledge fields which are generally accepted as greatest practice within the project management discipline. The PMBOK Guide is also an internationally recognized standard which provides the fundamentals of project management as they apply to a wide range of projects. PRINCE2 is a project management methodology standard in the United Kingdom and Europe. This standard is the required method for all UK government commissioned projects. PRINCE2 is in the public domain and offers best practice guidance on how to manage a project. The aim of this study is to compare PRINCE2 and PMBOK to recognize the characteristics of these best practices in order to provide decision criteria for governments with regard to selecting IT project management methodology.

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Chaves, Marcirio Silveira, Cíntia Cristina Silva de Araújo, Laura Ribeiro Teixeira, Debora Virginio Rosa, Irapuan Glória Júnior, and Cláudia Dias Nogueira. "A new approach to managing Lessons Learned in PMBoK process groups: the Ballistic 2.0 Model." International Journal of Information Systems and Project Management 4, no. 1 (February 8, 2022): 27–45. http://dx.doi.org/10.12821/ijispm040102.

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In any organization, dealing with lessons learned is a complex issue that involves people, processes and technologies. Although lessons learned processes are already well established in the project management community, the use of modern web technologies to support them is still in its infancy. This paper introduces a new model to manage lessons learned in PMBoK process groups. This model draws upon interdisciplinary literature, which embeds lessons learned processes, shared context and Web 2.0 service models. The model is supported by Web 2.0 technologies and centered in PMBoK process groups to allow a thorough overview of the project. An exploratory focus group was set up to validate the model qualitatively within a constructivist ontology and an interpretive epistemology. The adoption of this model can help academics and practitioners using PMBoK process groups to acquire a better understanding of managing lessons learned in projects.

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Микаел Ншанян and Нелли Долмазян. "ЭВОЛЮЦИЯ ПОДХОДА К УПРАВЛЕНИЮ ПРОЕКТНЫМИ РИСКАМИ В СТАНДАРТЕ PMBOK GUIDE." World Science 3, no. 3(43) (March 31, 2019): 9–12. http://dx.doi.org/10.31435/rsglobal_ws/31032019/6413.

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In the article, the evolution of project risk management processes in the six sequential editions of the PMBOK Guide standard, developed by the Project Management Institute (PMI), is analysed. Special attention is paid to the last edition of the PMBOK Guide standard. The PMI approach to the project risks management is compared with the outlooks of the other most well- known standards and methodologies of project management.

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Faraji, Amir, Maria Rashidi, Srinath Perera, and Bijan Samali. "Applicability-Compatibility Analysis of PMBOK Seventh Edition from the Perspective of the Construction Industry Distinctive Peculiarities." Buildings 12, no. 2 (February 13, 2022): 210. http://dx.doi.org/10.3390/buildings12020210.

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Project management standards, like PMBOK, have had a considerable role in developing this field of knowledge and promoting it as a professional expertise in project-oriented industries, such as the construction industry. The latest version of PMBOK, seventh edition—2021, has been released with substantial changes, and the conventional process-based system has been converted to a performance-based approach. This study aimed to investigate the recent edition of PMBOK, to explore its application and adaptation regarding the specific characteristics of the construction industry. For this purpose, utilizing a hybrid methodology of text mining and survey method, at first, the content of the text was analyzed by software in combination with experts’ opinions. In a parallel survey, the distinctive attributes of the construction industry were investigated, and in the next step, the way that this sector can benefit from the emerging framework was examined. The results show the construction industry has special peculiarities in the form of four different project types with specific phases in typical lifecycle and reveal the potential applicability of performance domains in the construction projects and the compatibility of project management principles. This study is one of the first attempts to review the novel presented standard of PMBOK seventh edition and contributes to the present knowledge by analyzing the construction industry in relation to this issue.

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Madan, Manuj, and Alok Sahai. "INTRODUCTION OF ENVIRONMENT MANAGEMENT KNOWLEDGE AREA IN PMBOK (PROJECT MANAGEMENT BODY OF KNOWLEDGE): A PRELIMINARY STUDY." Balkans Journal of Emerging Trends in Social Sciences 2, no. 2 (2019): 124–33. http://dx.doi.org/10.31410/balkans.jetss.2019.2.2.124-133.

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The objective of this study is to know the perception of varied experienced project management professionals of India to measurement-based and valuation-based methods for inclusion in the imaginary environment management knowledge area of PMBOK. Results attained through SPSS using chi-square test of association conclude that there is a significant relationship between experience and choosing the right method. The current study suggests that lifecycle analysis and ecosystem service valuation should be included in the environment management knowledge area of PMBOK.

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de Cássia Miranda da Costa, Rita, and Rafael Medeiros Hespanhol. "GESTÃO DE PROJETO PARA IMPLANTAÇÃO DE REALIDADE AUMENTADA NA EDUCAÇÃO A DISTÂNCIA." COLLOQUIUM EXACTARUM 10, Especial (December 1, 2018): 113–19. http://dx.doi.org/10.5747/ce.2018.v10.nesp.000167.

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Project management is directly involved with the results of internal organizational changes. PMBOK, being a guide to project management practices, assists in the broad view of all relevant areas. In this sense, the present study aims to develop a project of implementation of Augmented Reality in Distance Education, using the PMBOK as support in the elaboration of the life cycle of the project. The research assumes a qualitative character, of the case study type. The methodology identifies the difficulties in designing the project and the advantages offered by the practices and methods presented in the guide. The results present critical points in the design of the project and highlighted appropriate ways of dealing with each point. It is estimated, therefore, that the results can contribute to the validation of the need to properly manage the projects, since the conclusion points to the PMBOK as a concise and advantageous support for the management.

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Vivanco León, Ricardo Cristóbal. "El PMBOK and value analysis in construction." Project, Design and Management 2, no. 1 (May 15, 2020): 71–86. http://dx.doi.org/10.35992/pdm.v2i1.411.

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Matos, Sandra, and Eurico Lopes. "Prince2 or PMBOK – A Question of Choice." Procedia Technology 9 (2013): 787–94. http://dx.doi.org/10.1016/j.protcy.2013.12.087.

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Cuevas, Aurora Díaz, Patricia Lyssett Bellato Gil, Verónica Flores Sánchez, and Arely Vallejo Hernández. "Feasibility Study using the PMBOK® Methodology." International Journal of Advanced Engineering, Management and Science 4, no. 8 (2018): 594–96. http://dx.doi.org/10.22161/ijaems.4.8.3.

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Da Costa, Carlos Eugênio Silva, Victor Hugo Lessa Pierre, Daniel Cabral De Almeida, Antônio Carlos Silva Costa, and Waldemar Antônio Da Rocha De Souza. "Gestão das atividades de produção do Sururu em Alagoas: relato da utilização de ferramentas e técnicas de gestão de projetos." Revista Brasileira de Planejamento e Desenvolvimento 6, no. 3 (October 24, 2017): 484. http://dx.doi.org/10.3895/rbpd.v6n3.5330.

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Este artigo validou a aplicação de ferramentas e técnicas de gerenciamento de projetos em projetos públicos por meio de um caso prático direcionado à gestão das atividades de produção do sururu de forma sustentável ambiental e socialmente no Estado de Alagoas. Examinaram-se as particularidades dos projetos públicos, como elas interferem no processo de gerenciamento e quais as ferramentas e técnicas mais adequadas a serem aplicadas nesse processo. Por fim, avaliou-se o projeto formulado para aprimorar a produção de sururu, constituído com a aplicação de ferramentas e técnicas do Project Management Body of Knowledge (PMBOK) e de sua extensão voltada ao setor público, o Government Extension to A Guide to the Project Management Body of Knowledge. A análise de resultados demonstrou os principais aspectos do processo de gerenciamento de um projeto público voltado a um setor produtivo, alinhado com ações de responsabilidade ambiental e social e baseado nas instruções do guia PMBOK, assim como registrou as particularidades do setor público a serem observadas em cada etapa. Concluiu-se que as ferramentas e técnicas do PMBOK satisfizeram às demandas presentes no processo de gerenciamento do projeto público estudado, facilitaram sua gestão e adaptaram-se às suas peculiaridades.

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Pinto, Ezequias Batista, Alexandre Meira Vasconcelos, and Álvaro Guillermo Rojas Lezana. "Abordagens do PMBOK e CMMI sobre o Sucesso dos Projetos de Softwares." Revista de Gestão e Projetos 5, no. 1 (April 1, 2014): 55–70. http://dx.doi.org/10.5585/gep.v5i1.161.

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Nas últimas décadas aumentaram as discussões, publicações, métodos e ferramentas sobre gestão de projetos. Ao mesmo tempo, várias pesquisas buscam apontar as principais causas para fracassos em projetos, propiciando análises sobre as causas e criação de melhores práticas para auxiliar os profissionais a adquirirem maturidade e repetição de casos de sucesso. Diante da relevância do tema, este artigo descreve as principais abordagens do modelo de maturidade no desenvolvimento de software (CMMI) e a metodologia PMI para gestão de projeto (PMBOK), com o intuito de compará-los e levantar requisitos para a eficácia no gerenciamento de projetos de software. Concluiu-se que tanto o PMBOK quanto o CMMI tem um enfoque em gerenciamento de projetos, porém a estrutura de ambos é diferente e se completam. O PMBOK proporciona processos adicionais de gerenciamento de projetos para o CMMI, uma vez que apresenta o planejamento de documentos, tais como o plano de comunicações, de maneira mais detalhada. Já o CMMI proporciona uma estrutura para o gerenciamento e a melhoria de processos, para as melhores práticas de engenharia de software, para o gerenciamento de dados e para a análise de decisões.

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Edelist, Liran, Roy Gelbard, and Jeffrey Kantor. "Software Project Costing." International Journal of Information Technology Project Management 3, no. 4 (October 2012): 72–86. http://dx.doi.org/10.4018/jitpm.2012100105.

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This study puts forward a generic and comprehensive costing framework for software projects that aims for simplicity. This is achieved by integrating commonly used CMMI (Capability Maturity Model Integration) and PMBOK (Project Management Body of Knowledge) costing concepts in a broader organizational context. The costing framework comprises three layers: costing targets, costing activities, and policy evaluation. While the first two layers are derived from commonly used software engineering elements, the third integrates an organizational perspective through software engineers, project managers, accountants and top management. Employment of CMMI and PMBOK standards allows for easy adoption of the proposed model by organizations that are already relying on these standards.

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Santos, Flávio Roberto Souza dos. "FMEA AND PMBOK APPLIED TO PROJECT RISK MANAGEMENT." JISTEM Journal of Information Systems and Technology Management 5, no. 2 (August 1, 2008): 347–64. http://dx.doi.org/10.4301/s1807-17752008000200008.

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Reich, Blaize Horner, and Siew Yong Wee. "Searching for Knowledge in the Pmbok® Guide." Project Management Journal 37, no. 2 (June 2006): 11–26. http://dx.doi.org/10.1177/875697280603700203.

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Pálvölgyi, Lajos. "PMBOK® Guide: Új szerkezetben a projektmenedzsment tudásanyaga." Vezetéstudomány - Budapest Management Review 53, no. 1 (January 15, 2022): 90–91. http://dx.doi.org/10.14267/veztud.2022.01.07.

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A PMBOK® Guide megkerülhetetlen referenciamű a projektmenedzsment területén, olyan teljességre törekvő, rendszert adó kézikönyv, amely nem hiányozhat egyetlen projektvezető könyvespolcáról sem. Számos projektmenedzsment tárgyú minősítő vizsga alapvető szakirodalmi forrása szerte a világon. Fejlődéstörténete több mint harminc évre tekint vissza. Az előző kiadásokhoz hasonlóan a hetedik kiadás is a projektmenedzserek világszervezete, a Project Management Institute (PMI) gondozásában jelent meg.

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الكبيسي, صلاح الدين عواد, and مصطفى قيس كمال. "تصميم برنامج الكتروني لتقييم ادارة المشاريع على وفق منهجية (PMBOK)." Journal of Economics and Administrative Sciences 26, no. 119 (April 30, 2020): 1–21. http://dx.doi.org/10.33095/jeas.v26i119.1868.

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يهدف البحث الى تصميم برنامج الكتروني يتيح لمستخدميه امكانية تقييم الممارسات المختلفة لإدارة المشاريع الاحترافية على وفق منهجية PMBOK) ) وباستخدام المتطلبات او البيانات الواردة في "دليل المعرفة والخبرة في تقييم إدارة المشروع" الصادر عن المعهد المهني لإدارة المشاريع ووفقاً لنتائج هذا البرنامج الالكتروني سيكون من الممكن تصنيف ادارة المشاريع من ناحيتي (الاحتراف _ اداء المهام ) على أنها أقل من المستوى المطلوب او ضمن او فوق المعدل من حيث أفضل الممارسات واخيراً تم تقديم عدد من التوصيات للتغلب على أوجه القصور المحتملة أهمها ضرورة اغناء واعتماد القطاع الخدمي الحكومي على البرامج الالكترونية ومنها المقترح فضلاً عن استخدام العمليات القياسية وفقًا لدليل المعرفة (PMBOK) لأنه شامل ويغطي جميع مجالات المعرفة بإدارة المشروع والتي قد تساهم في ارتفاع معدل نجاح المشاريع.

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Freire, Elana Maria Ramos, Renata Cristina Rocha Batista, and Maria Regina Martinez. "Gerenciamento de projetos voltado para acreditação hospitalar: estudo de caso." Online Brazilian Journal of Nursing 15, no. 1 (April 16, 2016): 96. http://dx.doi.org/10.17665/1676-4285.20165158.

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Aim: describe the implementation of Project Managing techniques, based on the propositions of the Project Management Body of Knowledge (PMBOK), which was used on a Sterilization Central Supply, to help it meet the quality standards needed to get accredited. Methods: a descriptive case study. Participant observation, document analysis and a structured questionnaire were used to collect data. Results: the development and management of the project actions were based on eight PMBOK knowledge areas - Project Integration, Scope, Time, Quality, Human Resource, Communications, Risk and Stakeholder Management. Conclusion: project management made it possible to implement the project at the expected time and scope, meeting the quality standards, and allowing the team to better engage and compromise to the project.

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Kinsella, Steven M. "Activity-Based Costing: Does it Warrant Inclusion in a Guide to the Project Management Body of Knowledge (PMBOK® Guide)?" Project Management Journal 33, no. 2 (June 2002): 49–56. http://dx.doi.org/10.1177/875697280203300207.

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Profit is a critical consideration in project selection. Using traditional cost-accounting techniques standardized during the Industrial Age, estimators and accountants determine project costs. Those techniques result in costs that are substantially different from costs calculated using activity-based costing (ABC). Knowledge of ABC principles is important for project managers because it offers an alternative costing methodology that allocates costs through a cause-and-effect relationship that is more appropriate for today's operating methods. This paper reviews cost determination methods included in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and offers an argument for enhancing the PMBOK® Guide by including ABC as a cost-determination methodology.

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Quadros, Alinne Silva, and Hélio Gomes de Carvalho. "O gerenciamento da comunicação de projetos públicos: como adaptar os processos do PMBOK/PMI à realidade da administração pública." Revista Brasileira de Planejamento e Desenvolvimento 1, no. 1 (December 30, 2012): 52. http://dx.doi.org/10.3895/rbpd.v1n1.3097.

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<p class="MsoNormal" style="margin-bottom: 6pt; text-align: justify;"><span style="font-size: 12.0pt; font-family: 'Times New Roman','serif';">Apesar de ser uma ferramenta muito importante e que contribui significativamente para o sucesso de um projeto, a comunicação ainda é administrada de maneira ineficiente em diversas organizações, sobretudo nas do setor público; o qual possui características próprias que podem dificultar a execução dos processos de gerenciamento da comunicação de um projeto. Com base neste cenário, pode se levantar o seguinte problema: como os processos de gerenciamento das comunicações listados pelo PMBOK podem ser adaptados à realidade da gestão de projetos públicos? Por meio de pesquisa descritiva, interpretativa, qualitativa, bibliográfica e documental, o presente estudo procura responder a esta questão. Para isto foram relatadas as principais características do setor público, no que tange à gestão de projetos; expôs-se a importância das comunicações para os mesmos; foram listadas as práticas de gerenciamento de comunicação descritas no PMBOK; e relacionou-se estas práticas às peculiaridades encontradas nos projetos administrados por organizações públicas. O resultado final deste trabalho consiste na identificação das adaptações necessárias aos processos de gerenciamento das comunicações listados pelo PMBOK quando aplicados a projetos públicos.</span></p>

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Bomfin, David Ferreira, Paula Cristine de Ávila Nunes, and Flávio Hastenreiter. "Gerenciamento de Projetos Segundo o Guia PMBOK: Desafios para os Gestores." Revista de Gestão e Projetos 3, no. 3 (November 1, 2012): 58–87. http://dx.doi.org/10.5585/gep.v3i3.78.

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Analisamos, dentre as dificuldades e facilidades mapeadas na literatura, quais e por que as mesmas estão presentes no processo de gerenciamento de projetos com base no guia PMBOK. Verificamos quais os possíveis argumentos que os gestores vivenciam no gerenciamento de projetos no que diz respeito aos sucessos e fracassos apresentados. O estudo se concentrou em profissionais com certificação PMP por apresentarem o conhecimento em Gerenciamento de Projetos com base no guia PMBOK e, por ser uma área de crescimento onde as empresas buscam profissionais com melhores práticas e vantagem competitiva. Valendo-se do questionário estruturado como instrumento de coleta de dados e analisando os resultados, os principais pontos encontrados dizem respeito ao tempo em que os gerentes lidam com gerenciamento de projetos, as dificuldades encontradas pelos gerentes em sua prática profissional, a área do PMBOK com maior dificuldade de ser gerenciada, os itens que geram sucessos e fracassos nos projetos. A entrevista semi-estruturada evidenciou que o gerenciamento de projetos apresenta algumas dificuldades presentes na prática profissional dos gerentes. Sugerimos investigar melhor o impacto que a certificação PMP proporciona aos gerentes de projetos e se a relação maturidade organizacional e experiência em gerenciamento de projetos é fator de sucesso para o projeto.DOI:10.5585/gep.v3i3.78

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Effendi, Andhika Maulana, Vinna Yusnita Rahmawati, Hafizhatul Kiromi MZ, and Muhammad Ainul Yaqin. "Pengukuran Kinerja Manajemen Proyek Menggunakan Six Sigma." ILKOMNIKA: Journal of Computer Science and Applied Informatics 3, no. 3 (December 30, 2021): 353–66. http://dx.doi.org/10.28926/ilkomnika.v3i3.354.

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Pengukuran kinerja dengan Six Sigma merupakan pengukuran kinerja proyek yang beralaskan perusahaan data maupun ilmu statistik yang dapat diukur dengan menggunakan variabel-variabel pengukuran yang telah ditetapkan sehingga dapat menghasilkan angka yang menunjukkan kualitas kinerja manajemen proyek. Metode Six Sigma diperlukan pada pengukuran kinerja karena untuk mengetahui kasus apa yang bisa diukur dengan Six Sigma dan tidak bisa diukur, yang mana pada desain eksperimen penulis menyajikan bukti-bukti dengan kasus tertentu untuk mengetahui hasil akhir sebagai perbandingan keunggulan Six Sigma dengan metode lain untuk menghasilkan manajemen proyek yang efisien dan mampu memanifestasikan tahap pelaksanaan proyek yang detail dan efektif. Peneliti menggunakan data primer yang berjudul “A Guide to The Project Management Body of Knowledge PMBOK GUIDE Sixth Edition”. Karenanya dibutuhkan PMBOK sebagai standar acuan untuk mewujudkan keberhasilan proyek yang meliputi 5 fase dan 10 knowledge areas dalam manajemen proyek. Kecenderungan masing-masing knowledge pada PMBOK lebih berfokus pada perhitungan perencanaan sebelum dilakukan eksekusi terhadap proses produksi, keberhasilan dan kecacatan proses yang tidak semua knowledge area dapat diukur dengan angka menjadi sebab bahwa tidak dapat dilakukan pengukuran kinerja pada masing-masing knowledge melainkan terbatas pada knowledge yang sudah diketahui hasil pengerjaannya di lapangan. Dari semua knowledge area dapat diukur hanya Project Quality Management saja yang dapat diukur dengan metode Six Sigma.

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Waleed Iftikhar. "A Novel Approach of Tailoring PMBOK activities that best suit Software Development Projects." Lahore Garrison University Research Journal of Computer Science and Information Technology 4, no. 1 (March 26, 2020): 11–20. http://dx.doi.org/10.54692/lgurjcsit.2020.0401140.

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Project management is very critical for any project's success regardless of its category. Various Project management methodologies are available that provide set of guidelines and standards to effectively and efficiently manage projects in the organization. Managing software development projects has faced a lot of challenges while complying with these project management methodologies. This is mainly because project management methodologies like PMBOK does not provide specific guidelines for managing software development projects. This embarks the importance of project management tailoring activities in the software development firms, to tailor these project management methodologies according to their own need. This paper will propose six most essential tailoring activities for managing software development projects. These tailoring activities will be performed on the project management body of knowledge (PMBOK).

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Ulum, Moh Haidar Fajrul, Mahifan Muhammad Syafi'udin, and Muhammad Ainul Yaqin. "Perencanaan Manajemen Stakeholder di Pondok Pesantren Menggunakan Project Management Body of Knowledge (PMBOK)." ILKOMNIKA: Journal of Computer Science and Applied Informatics 3, no. 2 (August 30, 2021): 255–65. http://dx.doi.org/10.28926/ilkomnika.v3i2.169.

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Stakeholder adalah hal yang sangat penting untuk mencapai tujuan proyek. Tujuan dari penelitian ini adalah merancang strategi yang tepat agar Pemimpin Pondok Pesantren dapat melakukan manajemen stakeholder. Data Primer didapatkan dari data standar sekolah asrama (SSA) yang dibuat oleh Welsh Assembly Government kementerian kesehatan dan pelayanan sosial Inggris untuk boarding school pada tahun 2003 yang terdiri dari 52 standar dan Data Skunder sebagai pendukung yang didapatkan dari Project Management Body of Knowledge (PMBOK). Pada penelitian ini menggunakan analisis Management Stakeholder dalam Project Management Body of Knowledge (PMBOK). Dan hasil penelitian strategi stakeholder tergolong menjadi stakeholder key player ada mudir/kyai dan kepala pengurus, Stakeholder Keep Informed ada Kurikulum dan Pengajaran, Staf Pesantren, Stakeholder Keep Satisfied Santri dan Orang Tua Santri, Stakeholder Minimal Effort tidak ada.

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Carton, Fergal, Frederic Adam, and David Sammon. "Project management: a case study of a successful ERP implementation." International Journal of Managing Projects in Business 1, no. 1 (January 25, 2008): 106–24. http://dx.doi.org/10.1108/17538370810846441.

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PurposeThe success rate of enterprise resource planning (ERP) implementations is not high in view of the sums invested by organisations in these applications. It has often been indicated that a combination of inadequate preparedness and inappropriate project management have been responsible for the low‐success rate of ERP implementations. The purpose of this paper is to present a case study of a successful ERP implementation.Design/methodology/approachIn this paper, the authors use a case study of a very successful roll out of an ERP application in the Irish subsidiary of a UK multinational to investigate the validity of one of the most commonly cited project management frameworks, the project management body of knowledge (PMBOK), to ERP projects. Discussing each category of the framework in turn, the case data to illustrate where the PMBOK framework is a good fit or needs refining for ERP projects is used.FindingsIt is found that, by and large, PMBOK, because it is a very broad framework, can shed light on most of the key aspects of an ERP project. However, the specificities of this type of project require a different emphasis on some of the factors, as discussed in the authors conclusions. The case analysis also raised some interesting insights into how companies evaluate the success of such highly complex change management initiatives.Research limitations/implicationsThis research work will need to be extended to cover other case studies of ERP implementation across other industries and organisational contexts; for example in less tightly regulated industries and smaller organisations.Practical implicationsThis discussion will be of great value to ERP project managers who are in the early stages of a project and need to understand and anticipate the areas which will require specific attention on their part, based on their knowledge of the specific circumstances within their organisational context.Originality/valueThis paper presents an investigation into the project management strategy adopted in the Pharma Inc. case and illustrates the mechanics of a successful ERP project implementation, categorised using the PMBOK framework.

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Quarti, Deinyffer Marangoni, and Julio Cesar Zilli. "Gerenciamento de projetos na gestão organizacional: aplicação dos fundamentos do PMBOK em uma associação empresarial." Revista Foco 12, no. 2 (June 6, 2019): 147. http://dx.doi.org/10.28950/1981-223x_revistafocoadm/2019.v12i2.645.

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Apesar de ser um termo relativamente novo no Brasil, a Gestão de Projetos vem sendo debatida no mundo corporativo desde a década de 1960 e consolidada com a criação do Guia PMBOK. Porém, muitos projetos ainda falham na execução e, consequentemente, no resultado. Neste contexto, este artigo tem por objetivo avaliar o resultado efetivo das organizações que utilizarem as metodologias do gerenciamento de projetos, utilizando como referência as boas práticas do Guia PMBOK. Metodologicamente, quanto aos fins de investigação, trata-se de uma pesquisa descritiva e aplicada. Também foi utilizada a pesquisa bibliográfica para entender o contexto das ferramentas a serem aplicadas e, por fim, a pesquisa documental com o intuito de coletar os resultados da aplicação, delimitando-se os meios de investigação. Os resultados indicam que o planejamento estratégico correlacionado com a gestão de projetos permite a criação de um modelo organizacional propício para o alcance dos objetivos, pelo qual confirmam a eficácia e eficiência deste modelo. Apesar deste trabalho não ter avaliado os procedimentos na execução dos projetos, os resultados sugerem que o Guia PMBOK é uma boa ferramenta para a prática da gestão de projetos. Outro fator identificado foi à inter-relação das atividades esporádicas (projetos) e atividades contínuas (operação). Além de os recursos organizacionais serem compartilhados, uma atividade exerce forte impacto sobre a outra. Também ficou evidente que nem todos os projetos executados tem o resultado imediato, mas no que se pode auferir, até a publicação deste estudo, é que o modelo aplicado resultou em ganhos financeiros e de processos, evitando o retrabalho e possibilitando o melhor gerenciamento dos recursos da organização. Despite being a relatively new term in Brazil, Project Management has been debated in the corporate world since the 1960s and consolidated with the creation of the PMBOK Guide. However, many projects still fail in execution and hence in result. In this context, this article aims to evaluate the effective results of organizations that use project management methodologies, using as reference the good practices of the PMBOK Guide. Methodologically, for the purposes of investigation, it is a descriptive and applied research. We also used bibliographical research to understand the context of the tools to be applied and, finally, the documentary research in order to collect the results of the application, delimiting the means of investigation. The results indicate that strategic planning correlated with project management allows the creation of an organizational model conducive to the achievement of objectives, by which they confirm the effectiveness and efficiency of this model. Although this work did not evaluate the procedures in the execution of the projects, the results suggest that the PMBOK Guide is a good tool for the practice of project management. Another identified factor was the interrelation of sporadic activities (projects) and continuous activities (operation). In addition to organizational resources being shared, one activity has a strong impact on the other. It was also evident that not all the executed projects have the immediate result, but what can be obtained until the publication of this study is that the applied model resulted in financial and process gains, avoiding the reworking and making possible the better management of the resources organization.

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Santos, Lucélia Neves dos, Keile Aparecida Beraldo, and Waldecy Rodrigues. "Gerenciamento de projetos na Reserva Extrativista do Ciriaco/MA: desempenho e participação." Revista Brasileira de Desenvolvimento Regional 6, no. 3 (June 6, 2019): 93. http://dx.doi.org/10.7867/2317-5443.2018v6n3p93-110.

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O presente trabalho tem como objetivo apresentar e analisar os projetos desenvolvidos junto às comunidades localizadas na Reserva Extrativista do Ciriaco, no município de Cidelândia, no Maranhão, demonstrando como estes são gerenciados, a partir da identificação de suas etapas, com as do Guia do Conjunto de Conhecimentos em Gerenciamento de Projetos (PMBOK). Para tanto, buscou-se levantar os projetos executados no período de 1996 até 2017 e apresentar as etapas de cada operação. Foi utilizada a abordagem qualitativa, com técnicas de pesquisa bibliográfica. Os resultados mostram que os projetos têm especificidades a partir da realidade do seu contexto (empresa público/privada, Unidade de Conservação, outros). Concluiu-se que a Resex do Ciriaco segue o seu Plano de Manejo, elaborado em conformidade com o Guia PMBOK como documento-base para orientar a implementação de projetos.

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Silva, Rafael Rodrigues, Maria Rafaela Soares Teixeira, and Flavia Tatiane Ribeiro de Lima Rodrigues. "Uma Análise da Gestão de Projetos de Extensão de uma Instituição Federal de Ensino." Revista de Gestão e Secretariado 7, no. 3 (December 2, 2016): 150–71. http://dx.doi.org/10.7769/gesec.v7i3.502.

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Este trabalho se propõe a analisar a gestão dos projetos de extensão de uma instituição federal de ensino localizada no nordeste brasileiro. Sabe-se que gerenciar projetos é aplicar conhecimentos, habilidades, ferramentas e técnicas às atividades do projeto a fim de atender aos requisitos. Portanto, foi realizada uma pesquisa qualitativa, que detalhou os processos de gerenciamento dos projetos de extensão baseando-se nas definições do Project Management Body of Knowlegde (PMBOK). Sendo assim, esta pesquisa caracteriza-se como um estudo de caso, no qual se realizaram análises dos editais de seleção dos projetos e entrevista com o coordenador de extensão do campus. Os resultados mostraram que a instituição está em consonância com um guia que contém boas práticas de gerenciamento de projetos, o PMBOK; entretanto, existem alguns aspectos que precisam ser melhorados.

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Dultra-de-Lima, Ronaldo Gomes, Yen-Tsang Chen, José Carlos Tiomatsu Oyadomari, and José Ricardo Baptista. "Fatores que contribuem ao sucesso ou fracasso em projetos: uma abordagem qualitativa." Revista Organizações em Contexto 16, no. 31 (November 24, 2020): 33–69. http://dx.doi.org/10.15603/1982-8756/roc.v16n31p33-69.

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O objetivo do trabalho é investigar quais os fatores que contribuem ao sucesso de projetos gerenciados pela Metodologia da Corrente Crítica (CCPM) e Guia PMBOK®. Esta é uma pesquisa qualitativa de caráter exploratório na qual foram conduzidas entrevistas junto a executivos da área de gestão de projetos de empresas nos setores de: energia e automação, tecnologia da informação e aeroespacial, que adotam em suas avaliações a CCPM e Guia PMBOK® adaptado como metodologias de gerenciamento de projetos. Os resultados indicam que os principais fatores que mais influenciam o sucesso em projetos são: o planejamento, habilidades gerenciais, atitudes dos colaboradores, tecnologias e ferramentas, e treinamento na nova metodologia. Por outro lado, os fatores que mais contribuíram ao fracasso de projetos foram duas: o não envolvimento da alta administração e dos stakeholders.

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Gonçalves, Rafael Queiroz, Elisa de Freitas Kühlkamp, and Christiane Gresse von Wangenheim. "Enhancing DotProject to Support Risk Management Aligned with PMBOK in the Context of SMEs." International Journal of Information Technology Project Management 6, no. 2 (April 2015): 40–60. http://dx.doi.org/10.4018/ijitpm.2015040103.

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Many problems in software development projects are due to risks and could be avoided or minimized if identified and treated pro-actively. In this context, software tools to support risk management could be very helpful. However, it is difficult to find a project management tool, accessible to Small and Medium Enterprises (SMEs) that provides adequate support to risk management in conformance with best practices such as the PMBOK. Therefore, this paper has the objective to review support provided by popular project management tools with respect to risk management and to present enhancements made to the open-source tool – dotProject – in order to systematically support risk management aligned with the PMBOK. An initial evaluation identified benefits in the implementation of risk management processes in software SMEs, and, thus, contributing to their projects' success.

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Paes Pereira, Letícia, and Haroldo Mamede Coutinho Simões. "Utilizando as Boas Práticas do Guia PMBOK Aliadas ao Scrum Para o Desenvolvimento de Games." Revista de Ciências Exatas e Tecnologia 12, no. 12 (February 22, 2018): 54. http://dx.doi.org/10.17921/1890-1793.2017v12n12p54-59.

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O presente trabalho tem por objetivo fornecer uma referência para o processo de desenvolvimento de jogos digitais (games), utilizando as boas práticas do guia PMBOK aliadas a um dos frameworks mais utilizados pelas empresas de Tecnologia da Informação, o Scrum. Apresentando um caminho no qual é possível extrair o melhor de cada abordagem e explanar como aplicar na criação e no desenvolvimento de games. Oferecendo, dessa forma, a oportunidade para os profissionais da área de produção de games criarem e aplicarem sua própria metodologia de acordo com a sua realidade, inerente ao tamanho da equipe ou empresa, na qual o principal foco é o sucesso do projeto, ou seja, entregar um produto com qualidade, dentro do prazo e orçamento previsto.Palavras-chave: Guia PMBOK. Scrum. Jogos. Abordagem.AbstractThis paper aims to provide a reference for the digital games development process using PMBOK’s Guide best practices allied to one of the frameworks most commonly used by In-formation Technology companies, Scrum. Presenting a path in which the best of each approach is extracted and explained how to apply in the games conception and development. Providing thus the opportunity for professionals in the games production area establish and implement their own methodology in accordance with their reality inherent to the team or company size , where the main focus is the project success that is, deliver a quality product, on time and within the budget.Keywords: PMBOK Guide. Scrum. Games. Approach.

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Kim, Kyong H., Heung J. Kim, and Young B. Park. "Quantitative Project Management Using Comparison of CMMI and PMBOK." KIPS Transactions:PartD 12D, no. 4 (August 1, 2005): 601–8. http://dx.doi.org/10.3745/kipstd.2005.12d.4.601.

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Tavan, Fereshtheh, and Mokhtar Hosseini. "Comparison and analysis of PMBOK 2013 and ISO 21500." Journal of Project Management, no. 10 (2016): 27–34. http://dx.doi.org/10.5267/j.jpm.2017.1.002.

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Rosenberger, Philipp, and József Tick. "Multivariate Optimization of PMBOK, Version 6 Project Process Relevance." Acta Polytechnica Hungarica 18, no. 11 (2021): 9–28. http://dx.doi.org/10.12700/aph.18.11.2021.11.2.

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Ferreira, Bilmar Angelis De Almeida, Jane de Oliveira Rabelo De Almeida, Paulo Roberto Corrêa Leão, and Núbia Ponte Gonçalves Silva. "Gestão de Riscos em Projetos: Uma Análise Comparativa da Norma ISO 31000 e o Guia PMBOK®, 2012." Revista de Gestão e Projetos 4, no. 3 (December 1, 2013): 46–72. http://dx.doi.org/10.5585/gep.v4i3.173.

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Este artigo apresenta o estudo detalhado e a opinião de autores especializados para avaliar e comparar duas metodologias disponíveis para gestão de riscos: a norma ISO 31000 e o guia PMBOK/PMI®, 2012. A metodologia da pesquisa é descritiva e qualitativa, que permite interpretar as informações coletadas de forma subjetiva. A estratégia da pesquisa deste artigo tem como objetivo analisar os dois modelos através de pesquisa bibliográfica sobre o tema. Neste contexto, o artigo se propõe ao estudo dos conceitos de projeto, gestão de projetos, riscos e gestão de riscos, através da analise comparativa entre os dois modelos de gestão, para identificar as similaridades e/ou diferenças na estrutura, processos e metodologias, resultando na confirmação de que a norma ISO 31000 e o guia PMBOK/PMI®, 2012, podem ser adaptados para o emprego na gestão de riscos em projetos.DOI:10.5585/gep.v4i3.173

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Da Silva Gomes, Rui Manuel. "Contributions of the PMBok to the Project Management of an ERP System Implementation." Revista de Gestão e Projetos 4, no. 2 (August 1, 2013): 153–62. http://dx.doi.org/10.5585/gep.v4i2.37.

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The implementation of Enterprise Resource Planning (ERP) Systems has become generalized in companies and organizations, as a way to achieve the supply chain integration, to improve productivity and gain competitive advantages. Those implementations, more than simple technology projects, have revealed to be complex and time consuming business projects due to the structural and behaviour changes involved. This article analyzes, through the Project Coordinator’s point of view, two real cases of ERP implementation projects at Ibico Portuguesa, comparing the project management methodology adopted by Ibico with the Project Management Body of Knowledge (PMBoK), coming to the conclusion that the use of the PMBoK norms and best practices by the Project Manager could have been a success factor in those implementations, particularly referring to the elements that have been pointed as the most critical: planning, involvement and commitment of top management as well as stakeholders’ management.DOI:10.5585/gep.v4i2.37

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Langston, Craig. "Development of generic key performance indicators for PMBOK® using a 3D project integration model." Construction Economics and Building 13, no. 4 (December 6, 2013): 78–91. http://dx.doi.org/10.5130/ajceb.v13i4.3658.

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Since Martin Barnes’ so-called ‘iron triangle’ circa 1969, much debate has occurred over how best to describe the fundamental constraints that underpin project success. This paper develops a 3D project integration model for PMBOK® comprising core constraints of scope, cost, time and risk as a basis to propose six generic key performance indicators (KPIs) that articulate successful project delivery. These KPIs are defined as value, efficiency, speed, innovation, complexity and impact and can each be measured objectively as ratios of the core constraints. An overall KPI (denoted as s3/ctr) is also derived. The aim in this paper is to set out the case for such a model and to demonstrate how it can be employed to assess the performance of project teams in delivering successful outcomes at various stages in the project life cycle. As part of the model’s development, a new PMBOK® knowledge area concerning environmental management is advanced.

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PEREIRA, ANDRÉ MARQUES, RAFAEL QUEIROZ GONÇALVES, CHRISTIANE GRESSE VON WANGENHEIM, and LUIGI BUGLIONE. "COMPARISON OF OPEN SOURCE TOOLS FOR PROJECT MANAGEMENT." International Journal of Software Engineering and Knowledge Engineering 23, no. 02 (March 2013): 189–209. http://dx.doi.org/10.1142/s0218194013500046.

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Software projects often fail, because they are not adequately managed. The establishment of effective and efficient project management practices still remains a key challenge to software organizations. Striving to address these needs, "best practice" models, such as, the Capability Maturity Model Integration (CMMI) or the Project Management Body of Knowledge (PMBOK), are being developed to assist organizations in improving project management. Although not required, software tools can help implement the project management process in practice. In order to provide comprehensive, low-cost tool support for project management, specifically, for small and medium enterprises (SMEs), in this paper we compare the most popular free/open-source web-based project management tools with respect to their compliance to PMBOK and CMMI for Development (CMMI-DEV). The results of this research can be used by organizations to make decisions on tool adoptions as well as a basis for evolving software tools in alignment with best practices models.

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Valle Peláez, Miguel Arturo, and Andrés David Epifanía Huerta. "Aplicación de PMBOK® a la gestión de la docencia en la universidad." Julio - Diciembre 2020 7, no. 1 (December 15, 2020): 110–24. http://dx.doi.org/10.54198/innova07.08.

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El presente proyecto de investigación está basado en la estandarización del proceso de gestión de la docencia que consisten en adaptar las buenas prácticas del manejo de un proyecto a la organización utilizando los principales procesos del PMBOK®. Para lo cual, se ha elaborado una Guía de soporte a la gestión de la docencia y se han diseñado un conjunto de materiales para facilitar la implantación de los diferentes procesos establecidos del PMBOK. Además, se ha desarrollado una página web en la nube para que sirva tanto en el compartir los recursos que serán generados, además servirá para recoger las experiencias y sugerencias de los docentes y retroalimentar todo el ciclo para su mejora continua, estandarizando la gestión de la docencia y recoja las buenas prácticas y sugerencia por cada uno de los interesados en mejora del modelo educativo de la Escuela de Ingeniería Informática y de Sistemas de la Universidad San Pedro Chimbote.

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Elizzah, Salsabella, Muhammad Ainul Yaqin, Indana Nuril Hidayah, Dwi Danu Handoyono, and Abd Charis Fauzan. "Pemodelan Keputusan dalam Manajemen Proyek Berbasis Decision Model and Notation." ILKOMNIKA: Journal of Computer Science and Applied Informatics 3, no. 3 (December 30, 2021): 387–99. http://dx.doi.org/10.28926/ilkomnika.v3i3.355.

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Pemodelan keputusan ialah kerangka kerja atau algoritma untuk mendukung dalam pengambilan keputusan di beberapa kasus. Penelitian ini membahas tentang Pemodelan Keputusan dalam Manajemen Proyek dengan menggunakan metode DMN (Decision Modeling and Notation). Tujuan Project Management dapat dicapai melalui suatu pendekatan atau metode untuk mengelola suatu proyek secara efisien dan efektif. Tahapan dalam pelaksanaannya, mulai dari proses inisialisasi, perencanaan, pelaksanaan, pemantauan, hingga penutupan. Proses Pemodelan keputusan ini menggunakan PMBOK (Project Management Body of Knowledge Guide). Pada penelitian ini bertujuan untuk menghasilkan sistem yang mampu membantu dalam memodelkan sebuah keputusan dalam manajemen proyek. Sehingga model-model dalam manajemen proyek harus sesuai dengan proses pemodelan keputusan tersebut. Metode DMN ini melengkapi oleh BPMN yang memodelkan logika keputusan manajemen proyek secara rinci. Metode DMN ini berharap mampu memberikan solusi yang efektif didalam pemodelan keputusan dalam manajemen proyek. Hasil dari penelitian ini ialah proses group PMBOK, titik-titik keputusan, aktivitas dari input titik keputusan dan model-model dari pengambilan keputusan.

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Luiz, João Victor Rojas, Fernando Bernardi de Souza, and Octaviano Rojas Luiz. "Práticas PMBOK® e Corrente Crítica: antagonismos e oportunidades de complementação." Gestão & Produção 24, no. 3 (August 17, 2017): 464–76. http://dx.doi.org/10.1590/0104-530x1510-16.

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Resumo O esforço do Project Management Institute (PMI) em reunir e codificar o conhecimento de valor na área de Gerenciamento de Projetos (GP) resultou no A Guide to the Project Management Body of Knowledge (Guia PMBOK®). Goldratt contribuiu para o conjunto de conhecimentos em GP ao desenvolver o método Corrente Crítica (Critical Chain Project Management – CCPM), fundamentada na Teoria das Restrições (Theory of Constraints – TOC). A CCPM, superficialmente recomendada pelo Guia PMBOK®, apresenta novos conceitos e métodos voltados ao GP, parte dos quais conflita com algumas das práticas recomendadas pelo próprio Guia. Esta pesquisa assume que a CCPM pode trazer relevantes benefícios ao campo de conhecimento em GP e questiona a pouca relevância dada pelo Guia PMBOK®. Assim, a pesquisa tem como proposta global verificar inicialmente o grau de inserção da CCPM no Guia e, posteriormente, avaliar possíveis antagonismos entre eles, assim como oportunidades de complementação. A análise se baseou em uma revisão da literatura e em uma pesquisa de campo com especialistas certificados. Apesar de a CCPM ser recomendada pelo Guia como um método voltado para o Gerenciamento do Tempo, a pesquisa indicou que outras práticas que envolvem a CCPM, e não contempladas pelo Guia, podem contribuir não apenas para o Gerenciamento do Tempo, mas também de Recursos Humanos e Comunicações. A pesquisa apontou também que a CCPM não é autossuficiente em suas práticas, devendo recorrer ao Guia especialmente no Gerenciamento da Integração e Escopo. Foi indicado ainda que a CCPM se opõe a certas práticas de gestão do tempo recomendadas pelo Guia. Se aplicadas concomitantemente, elas podem potencialmente pôr em risco a efetividade do GP.

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ALAMI, MlleHouda. "LE PMBOK: VERS UNE APPROCHE METHODIQUE DE MANAGEMENT DES PROJETS." International Journal of Advanced Research 6, no. 11 (October 31, 2018): 1049–55. http://dx.doi.org/10.21474/ijar01/8092.

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Shirazi, Farshad. "Provide a model for managing claims regarding the PMBOK standard." International Journal of Innovation in Engineering 1, no. 2 (July 6, 2021): 63–72. http://dx.doi.org/10.52547/ijie.1.2.63.

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De Marchi Soares, Thaís, and Antonio Cesar Amaru Maximiano. "Planning and executing a research project using the PMBOK guide." Quaestum 3 (March 22, 2022): 1–8. http://dx.doi.org/10.22167/2675-441x-20220562.

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The concern with the sustainability of agricultural production has encouraged the search for alternative management of soil fertility, reducing the use of mineral fertilizers and increasing the use of organic materials. The use of filter cake as a fertilizer has expanded in the sugarcane fields. However, despite some studies confirming its technical viability, it is not verified the widespread used. The aim of this work was to plan and execute a research project to obtain an overview of the perception of researchers and rural producers about the use of filter cake in the fertilization of sugarcane culture, using the PMBOK guide. The planning and execution of the study project addressed two areas of knowledge in project management: scope and time. A questionnaire was made on the Google Forms platform for the main project stakeholders (rural producers, researchers and employees in the sugar and alcohol sector). The participants understand that the search for sustainability in the cultivation of sugarcane is not only a market trend, but also a strategy for their business and / or research, and that they are up-to-date on the trends in the sector in which they work and are in agreement with their aim of achieving a more sustainable production system. We concluded that the perception of stakeholders about the use of filter cake as a fertilizer in the cultivation of sugarcane is positive, however, actions are necessary to reconcile both the interests of users and those of the suppliers of filter cake.

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Journal articles on the topic 'PMBOK'

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