Academic literature on the topic 'Project Management (Guide PMBOK, PMI®)'
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Journal articles on the topic "Project Management (Guide PMBOK, PMI®)"
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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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Su, Chun-Hsien, and Ping-Kuo Chen. "Applying project management for new service development." International Journal of Innovation Science 8, no. 3 (September 5, 2016): 185–98. http://dx.doi.org/10.1108/ijis-09-2016-013.
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Purpose This paper aims to provide an innovative solution on new service development (NSD) implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E. Design/methodology/approach By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures. Findings This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages. Research limitations/implications This study was to provide an innovative solution on NSD implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E. By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures. This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages. Consequently, we concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features. Practical implications Consequently, it is concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features.
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Langston, Craig, and Amir Naser Ghanbaripour. "A Management Maturity Model (MMM) for project-based organisational performance assessment." Construction Economics and Building 16, no. 4 (December 8, 2016): 68–85. http://dx.doi.org/10.5130/ajceb.v16i4.5028.
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Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM) to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Project Management Body of Knowledge (PMBOK™ Guide) published by the Project Management Institute (PMI), but without the disadvantages of excessive time and cost commitments and a ‘one size fits all’ approach linked to rigid increments of maturity. It offers a game-changing advance in the application of project-based organisational performance assessment compared to existing market solutions that are unnecessarily complex. The feasibility of MMM is field-tested using a medium-sized data centre infrastructure firm in Tehran.
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Carvalho, Francisco Dos Santos, Francisco Ângelo De Almeida Neto, Josafá Santos dos Reis, and Ana Paula Perreira Assis. "Práticas ágeis para gestão de projetos baseadas no PMBOK guide, no agile practice guide e na metodologia scrum." Revista de Ciência da Computação 2, no. 1 (May 13, 2020): 53. http://dx.doi.org/10.22481/recic.v2i1.6692.
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Considerando a relevância das metodologias ágeis para o gerenciamento de projetos, este trabalho teve como objetivo analisar a aplicabilidade de práticas ágeis encontradas na 6ª edição do guia do Projetc Management Body of Knowledge (PMBOK), no Agile Practice Guide publicado pelo Project Management Institute (PMI) e na Metodologia Ágil Scrum, conforme proposto por Assis (2018). Para isso, foram analisadas práticas ágeis e avaliados quatroze itens estruturais e funcionais propostos com base nesses dois guias e na metodologia supracitada. Em termos metodológicos, trata-se de um estudo de caso de caráter exploratório e descritivo, com abordagem qualitativa e quantitativa, que fez uso de um método de avaliação adaptado do SCAMPI (Standard CMMI® Appraisal Method for Process Improvement). Quanto aos procedimentos técnicos, realizou-se um estudo de caso em uma organização pública do Estado da Bahia. Ao final do estudo, pôde-se concluir que ambos os guias e a metodologia Scrum apresentaram boa aplicabilidade de suas práticas ágeis em um projeto-piloto na área de desenvolvimento de software.
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Rose, Kenneth H. "A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Fifth Edition." Project Management Journal 44, no. 3 (May 30, 2013): e1-e1. http://dx.doi.org/10.1002/pmj.21345.
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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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Rose, Kenneth H., and Greg Indelicato. "Book Review: A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fourth Edition." Project Management Journal 40, no. 2 (June 2009): 104. http://dx.doi.org/10.1002/pmj.20125.
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Cajade Sánchez, Delmiro, and Patricia del Solar Serrano. "Integration of the BIM execution plan with the guide to the project management body of knowledge (PMBOK®) of PMI (Project Management Institute) = Integración del plan de ejecución BIM con la guía para la dirección de proyectos (PMBOK®) de PMI (Project Management Institute)." Building & Management 2, no. 3 (January 10, 2019): 24. http://dx.doi.org/10.20868/bma.2018.3.3839.
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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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Santos, Luana Ferreira dos, and Washington José de Sousa. "GERENCIAMENTO DE STAKEHOLDERS NA GESTÃO DE PROJETOS: REVISANDO A PUBLICAÇÃO CIENTÍFICA." Revista Visão: Gestão Organizacional 9, no. 1 (July 13, 2020): 71–83. http://dx.doi.org/10.33362/visao.v9i1.2159.
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Este artigo tem como objetivo realizar uma revisão sistemática da literatura a respeito dos estudos de gerenciamento de stakeholders no âmbito dos artigos indexados no repositório do Portal de Periódicos da Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (Capes). Para tal, foi utilizado o protocolo Principais Itens para Relatar Revisões sistemáticas e Meta-análises (Prisma), para a seleção de sete artigos, que foram contemplados na análise. Os resultados revelam aspectos das pesquisas que podem ser comparados aos quatro processos integrantes da área do conhecimento “partes interessadas”, do Project Management Body of Knowledge (PMBOK), criado pelo Project Management Institute (PMI, 2013): i) identificação, ii) planejamento do gerenciamento, iii) gerenciamento do engajamento e iv) controle do engajamento. Foi possível verificar também, por meio dos trabalhos selecionados, elementos associados aos stakeholders contemplados pelas pesquisas, como a análise dos stakeholders em projetos de Tecnologia da Informação, os critérios de sucesso em projetos considerando a interferência dos stakeholders, as facilidades e dificuldades na gestão dos stakeholders, o desenvolvimento de um modelo conceitual abordando o gerenciamento dos stakeholders e a utilização de tipologias para classificá-los. Pode-se considerar a restrição ao banco de artigos do repositório do Portal de Periódicos da Capes como limitação do trabalho, o que deixa espaço para sugestão de pesquisas futuras, considerando outros repositórios para a realização de revisões sistemáticas referentes à temática do gerenciamento dos stakeholders na gestão de projetos.Palavras-Chave: Stakeholders. Gestão de projetos. Project Management Body of Knowledge (PMBOK). Project Management Institute (PMI). Revisão sistemática de literatura. STAKEHOLDER MANAGEMENT IN PROJECT MANAGEMENT: REVIEWING THE SCIENTIFIC PUBLICATIONAbstract: This article aims to conduct a systematic literature review on stakeholder management studies within the indexed articles in the repository of the Coordination for the Improvement of Higher Education Personnel (Capes) Journal Portal. For this, was used the protocol Main Items to Report Systematic Reviews and Meta-analyzes (Prisma), for the selection of seven articles, which were included in the analysis. The findings reveal aspects of research that can be compared to the four stakeholder knowledge processes of the Project Management Body of Knowledge (PMBOK), created by the Project Management Institute (PMI, 2013): i) identification, ii) management planning, iii) engagement management and iv) engagement control. It was also possible to verify, through the selected works, elements associated with the stakeholders contemplated by the research, such as the analysis of stakeholders in Information Technology projects, the criteria of success in projects considering the interference of the stakeholders, the ease and difficulties in managing the stakeholders, the development of a conceptual model addressing stakeholder management and the use of typologies to classify them. The restriction to the article database of the Capes Journal Portal repository may be considered as a limitation of the work, which leaves room for suggestion of future research, considering other repositories to conduct systematic reviews on the topic of stakeholder management in the project management.Keywords: Stakeholders. Project Management. Project Management Body of Knowledge (PMBOK). Project Management Institute (PMI). Systematic Literature Review.
Dissertations / Theses on the topic "Project Management (Guide PMBOK, PMI®)"
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Mangelli, Leonardo S. L. Passeri. "Gestão de projetos e o guia PMBOK: um estudo sobre o nível de uso do guia PMBOK nas empresas brasileiras." reponame:Repositório Institucional do FGV, 2013. http://hdl.handle.net/10438/11354.
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This thesis aims to report the results of a study to check the use of project management practices, based on the PMBOK (Project Management Body of Knowledge) Guide, in the day-to-day by project professionals in Brazilian organizations. The effective and efficient implementation of a project requires a composition of knowledge, skills, techniques and tools that are used and defined in many project management guides. This composition is what we call as project management. This study about the degree of use of the practices consisted in a quantitative field survey with the individuals working with project management in their companies. Thus we identified the characteristics of professional, of your organization, the use of practices, and metrics of success of the project. It is emphasized that this research study is limited to Brazilian audience. To achieve the study goals, is was developed as: descriptive analysis, where we seek to describe the reality of project management presented by professionals; explanatory, aiming at clarifying the degree of utilization of these practices in relation to the PMBOK Guide in organizations; and exploratory, as there was little knowledge accumulated and systematized in this area in Brazil . We also use the literature review to consolidate the study of theories relating to the area of project management based on guides , periodicals and journals , academic papers and books on the subject matter. Through the quantitative analysis we sought the compliance of the data collected to allow the logical analysis of information in the process of searching for answers about the evaluation of the PMBOK Guide’s project management principles use degree by project professional in the Brazilian market. The results showed different use degrees of practices according to the nine knowledge areas of the PMBOK Guide and intriguing revelations when analyzed under perspectives like an existence of a PMO (project management office) in the company, project success and among others revealing that the context where the professionals and their organizations can contribute for a significant changing in the use degrees analyzed. This study aims to serve as factor for prospecting of others studies in the area of project management, promoting Brazilian scientific publications.
Esta dissertação de mestrado tem por objetivo relatar o resultado de um estudo de verificação das práticas de gerenciamento de projetos, baseadas no Guia PMBOK (Project Management Body of Knowledge), presentes no dia-a-dia pelos profissionais de projetos das organizações brasileiras. A execução eficaz, eficiente e efetiva de um projeto necessita de uma composição entre conhecimentos, habilidades, técnicas e ferramentas definidos em diversos guias de gestão de projetos. Essa composição é o que se denomina: gerenciamento de projetos. A fundamentação prática aqui apresentada baseou-se em uma pesquisa de campo quantitativa, que inquiriu sujeitos organizacionais atuantes em gestão de projetos em suas empresas. Assim, pôde-se verificar as características do profissional, de sua organização, do uso das práticas e das métricas de sucesso do projeto. Ressalte-se que este estudo limita-se ao Brasil, como ambiente em que atua o público-alvo de pesquisa. Para tanto, o estudo foi desenvolvido: de forma descritiva, a partir da realidade de gestão de projetos apresentada pelos profissionais; explicativa, tendo como objetivo central esclarecer qual o seu grau de utilização em relação ao Guia PMBOK, no contexto das organizações brasileiras; e exploratória, dado que existia pouco conhecimento acumulado e sistematizado a respeito deste tema, na área Brasil. A revisão bibliográfica, para consolidar o estudo das teorias referentes à área gestão de projetos, deu-se por meio de guias, periódicos e jornais especializados, trabalhos acadêmicos e livros sobre o tema em questão e demais textos virtuais. Da análise quantitativa, buscou-se a conformidade sobre os dados coletados a fim de se consolidar a consistência lógica das informações obtidas nas respostas sobre a avaliação do grau de uso do preceitos de gerenciamento de projetos do Guia PMBOK por parte dos profissionais de projetos, do mercado brasileiro. Os resultados demonstraram diferentes graus de uso das práticas relativas às nove áreas de conhecimento do Guia PMBOK. Pôde-se apurar, também, revelações intrigantes como a existência de um EGP (escritório de gestão de projetos) na empresa, como no contexto, no qual estão inseridos os profissionais e suas organizações, podem contribuir de modo significativo tanto na alteração dos graus de uso como no sucesso do projeto. Almeja-se que o presente estudo possa servir de elemento prospectivo para outras pesquisas na área de gerenciamento de projetos, fomentando a realização de trabalhos e publicações científicas, de âmbito brasileiro.
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Gavryliuk, Olga. "Nástroj pro správu dokumentů v managementu projektů." Master's thesis, Vysoké učení technické v Brně. Fakulta informačních technologií, 2019. http://www.nusl.cz/ntk/nusl-403822.
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This work deals with electronic document management systems (EDMS) from the perspective of selected knowledge areas of project management processes. The aim of this thesis was to create an EDM system based on an appropriately selected EDM model, which would assist in the management of documents that arise during management processes in selected areas of project management (quality, human resources and communication within the project) with the possibility of extending to other knowledge areas.
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Bartovičová, Slavomíra. "Zavedení agilního přístupu projektového managementu ve vybrané firmě." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224716.
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The diploma thesis deals with implementation of Agile Project Management Approach for smaller software projects of the department ATS of the office HTS CZ of the corporation Honeywell. The ATS department is a part of the Aerospace division, focused at aviation. For implementation of new approach there was used the agile methodology Scrum and the project management standard PMBoK.
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Vlasák, Miroslav. "Srovnání celosvětově uznávaných metodik projektového řízení PMI, PRINCE 2 a české metodiky EPMS." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-5261.
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The thesis compares main widespread project management methodologies (PMBOK, PRINCE2) and Czech methodology tailored for specific turbulent environment in Czech Republic (EPMS). The philosophies, structures and approaches of all project management methodologies are described in this thesis. Main pros and cons of methodologies are briefly shown and important issues of their implementation are described in the thesis. The process-driven approach, which have all methodologies in common, is mapped to demanded processes of ČSN ISO 10006:2004.
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Lima, Ricardo Santos. "Projetos e-learning do Senai-Ba e o PMBOK: uma análise dos critérios de escopo, tempo, custo e qualidade." Universidade Federal da Bahia, 2006. http://www.adm.ufba.br/sites/default/files/publicacao/arquivo/mpa_ricardo_santos_lima.pdf.
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As organizações contemporâneas têm vivido um período de intensas transformações nas duas últimas décadas. No intuito de atender plenamente as demandas dos clientes, como forma de garantir a própria sobrevivência, as empresas estão migrando de modelos de negócio tradicionais focados na produção para modelos flexíveis orientados a projetos, se adequando à crescente demanda por produtos e serviços customizados. Esse contexto impõe às organizações alto grau de profissionalismo na gestão dos projetos, visando assegurar o atendimento aos mais variados requisitos dos clientes com eficiência e eficácia. Diante desse cenário de perceptível relevância da gestão de projetos, a presente pesquisa objetivou comparar a metodologia de gestão de projetos, voltada para o desenvolvimento de soluções e-learning, concebida pelo Senai-BA, com o PMBOK – Guia de boas práticas em gestão de projetos do PMI, com foco na análise dos critérios de escopo, tempo, custo e qualidade. Nesse intuito, fez-se uma revisão da literatura focada no tema e realizou-se pesquisa envolvendo os colaboradores do Senai-BA e funcionários de empresas atendidas, que atuaram no desenvolvimento dos referidos projetos. Os resultados foram consolidados e analisados visando identificar, com maior precisão, possíveis oportunidades de melhoria para a gestão do processo de desenvolvimento de soluções e-learning. Constatou-se, na conclusão da pesquisa, que a metodologia de gestão de projetos adotada pelo Senai-BA possuía lacunas em relação às boas práticas difundidas no PMBOK, principalmente no que tange a gestão do tempo e de custos, ocasionando o descumprimento dos prazos acordados e demandas de recursos acima dos planejados. Dessa forma, foram propostas alternativas para otimização da metodologia de gestão de projetos do Senai-BA, visando o alcance dos objetivos estratégicos da Organização.
Salvador
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Laos, Raffo Gustavo Martin, Lozano Jhon Richard Chavarri, Chávez Hugo Martin Vásquez, and Lucana Joel Eduardo Escobedo. "Dirección de proyecto para la construcción de un edificio multifamiliar aplicando estándares globales del PMI." Master's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2020. http://hdl.handle.net/10757/652243.
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Cuando la demanda de viviendas inició un proceso constante de crecimiento, gracias a la necesidad de obtener una vivienda, se vio la oportunidad de poder implementar un proyecto elevando la productividad a través de la dirección de proyectos, utilizando los estándares globales del PMI a la construcción de un edificio de 15 pisos llamado Edificio Multifamiliar la Costanera ubicado en la ciudad de Lima.
En el presente trabajo de investigación se desarrolló el Caso de Negocio, que revisa la implicancia del rubro construcción y determina su impacto en el proyecto. El principal objetivo del proyecto fue implementar una metodología bajo los estándares globales del PMI, que se adecue al proyecto y genere un óptimo resultado relacionado a la rentabilidad e indicadores de gestión. Adicionalmente, se incluye la propuesta de llevar a cabo el control del proyecto mediante la metodología Last Planner que nos permite optimizar los tiempos de ejecución del proyecto con la herramienta Look Ahead.
El proyecto obtuvo una facturación de S/ 5, 329,651.24 y un costo de S/ 4, 966,689.00, con un adelanto del 15% y un plazo de ejecución de 10 meses, como resultado de este servicio de construcción y el flujo de caja de los pagos, se ha estimado obtener una de VAN de S/ 376,479.07. El desarrollo del caso de negocio nos ha permitido realizar el análisis para la factibilidad técnica y económica del proyecto, teniendo en cuenta que toda estrategia del proyecto debe estar alineada a los objetivos estratégicos de la organización. Asimismo, debe considerarse a los interesados como parte importante del proyecto, transformando sus expectativas como requisitos específicos del proyecto.
Finalmente, el presente trabajo de investigación demuestra que los estándares globales de PMI permiten incrementar la probabilidad de éxito de este tipo de proyectos en el rubro de la construcción. En función a ello, nuestro trabajo de investigación recomienda para la empresa JJGH la implementación de una PMO.When housing demand began a constant process of growth, thanks to need to get a home, the opportunity was seen to be able to implement a project by raising productivity through project management using the PMI global standards to build a 15-story building called La Costanera Multifamily Building located in Lima city. In this research work, the Business Case was developed, which reviews the implication of the construction sector and determines its impact on the project. The main project objective was to implement a methodology under the PMI standards, which adapts to the project and generates an optimal result, related to profitability and management indicators. Additionally, the proposal to carry out project control through the Last Planner methodology that allows us to optimize the project execution times with the Look Ahead tool is included. The project obtained a turnover of S / 5,329,651.24 and a cost of S / 4,966,689.00, with an advance of 15% and a lead-time of 10 months, as a result of this construction service and the cash flow of payments, it has been estimated to obtain a VAN of S / 376,479.07. The business case development has allowed us to perform for the technical and economic feasibility analysis of the project, taking into account that all project strategies and the organization strategic objectives must be aligned. Likewise, stakeholders should be considered as an important part of the project, transforming their expectations as specific project requirements. Finally, this research work shows the global PMI standards allow increasing the success probability of this projects type in the construction sector. Accordingly, our research work recommends for the JJGH Company a PMO implementation.
Trabajo de investigación
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Baumann, Lars. "The impact of national culture on project management in the Middle East." Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/12274.
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Most international corporations have to adopt to the requirements of globalisation by working in international joint ventures or international projects outside their well known home markets. The successful management of projects is an essential element aiming to cope with the complex challenges caused by cultural factors and other influences on the management of projects. Especially the Middle East as a cultural region has experienced a dynamic growth during the last decades, as many of the countries rich in oil and gas have heavily invested into their local infrastructure. Besides other factors, the impact of national culture on project management may lead to negative influences like project delays and project failure, or positive influences such as an increased communication. Based on the Hofstede dimensional framework this thesis is designed to investigate which cultural factors and other factors influence the PMBoK (PMI Body of Knowledge) knowledge areas while delivering projects in the Middle East. This empirical study is using a qualitative research approach in a multiple-case study design analysing six projects. The results clearly show that some characteristics of the Middle Eastern cultural context strongly determine the applicability of the PMBoK knowledge areas. Especially the interrelation of individualism (IDV) and power distance (PDI) reveals some new perspectives for project work in this region. The two case studies illustrate a strong increase in power distance if the project manager and the team member do not originate from the same cultural background. Additionally differences in time perception and the characteristics of the dimension long term orientation (LTO) result in fundamental differences for the application of the PMBoK processes. The findings help to develop a theoretical framework highlighting specific influences for PMBoK knowledge areas. The results of this thesis may form a basis for future researchers aiming to develop improved models for project management in the Middle East or other cultural regions. Finally, the theoretical franework developed herein is designed to help project practitioners to gain a better understanding of the specific challenges while working on the Arabian peninsula.
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Rodrigues, Claudio Alves. "Governança para resultados: estudo de caso em uma empresa pública de tecnologia da informação." reponame:Repositório Institucional do FGV, 2015. http://hdl.handle.net/10438/13467.
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The adoption of a results-oriented governance in the public service has emerged as an organizational management approach as part o f a broad movement o f the new public management (NPM). In Brazil, public companies have been concerned in the search for better management contrai mechanisms to achieve good results in the delivery of public services for customers and users. The term 'Organizational Performance Management' refers to any integrated and systematic approach to improving performance to achieve strategic aims and pro mote the mission and values ofthe organization. Thus, this research studies practices related to the organizational performance management, enabling the targeting of efforts on improving key processes, taking into account the specific characteristics o f the public nature. Another relevant aspect o f this work comes from studies by Management Objectives and Managing for Results, adopting understanding Manage by Objectives to achieve the results. Thus, a literature search was performed to identify the main frameworks of organizational performance. After this stage, it was established a criticai analysis of frameworks by watching the main contributions and strengths. Finally, it was built an assessment model in arder to make a diagnosis of managerial processes and qualify at what stage the company, which is the object of this study, is focusing on the governance for results. The assessment result reflected the perceptions of employees and managers on performance and its determinants.
A adoção de uma governança voltada para resultados na administração pública surgiu como uma abordagem de gestão organizacional, fazendo parte de um amplo movimento da nova gestão pública (NGP). No Brasil, as empresas públicas têm se preocupado em buscar melhores mecanismos de controle da gestão no sentido de lograr bons resultados na prestação dos serviços públicos para os clientes e à sociedade usuária dos serviços. O termo 'Gestão de Desempenho Organizacional' refere-se a qualquer abordagem integrada e sistemática que vise melhorar o desempenho para alcançar objetivos estratégicos e promover a missão e os valores da organização. Assim, esta pesquisa estuda práticas relacionadas à gestão de desempenho organizacional, que possibilitem o direcionamento dos esforços na melhoria dos processos chaves, levando em consideração as particularidades inerentes à natureza pública. Outro aspecto de relevância deste trabalho advém dos estudos da Gestão por Objetivos e da Gestão para Resultados, adotando a compreensão de Gerenciar por Objetivos para se conquistar os Resultados. Deste modo, foi realizada uma pesquisa bibliográfica para identificar os principais frameworks sobre desempenho organizacional. Após esta etapa, foi estabelecida uma análise crítica dos frameworks, observando as principais contribuições e pontos fortes. E por último, foi construído um modelo de avaliação com o propósito de fazer um diagnóstico dos processos gerenciais, e qualificar em qual estágio a empresa objeto deste estudo se encontra, sob o enfoque da governança para resultados. O resultado desta avaliação refletiu as percepções dos funcionários e gestores sobre o desempenho e seus determinantes.
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Luna, Laura Abimael, Ortiz Carlos Vicente, Medina José Luis Rivera, and Reguerini Evans Vladislav Valdivia. "Aplicación de la dirección de proyectos en el desarrollo de la ingeniería de detalle para la construcción de la carretera SMCV – estación de transferencia La Joya, según las buenas prácticas del PMI." Master's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2019. http://hdl.handle.net/10757/648615.
Full textAbstract:
En el presente trabajo, empleamos las buenas prácticas de dirección de proyectos que nos servirán como base para desarrollar futuros proyectos que nuestra organización requiera. Cabe mencionar que se ha innovado la práctica del trabajo de la empresa, aplicando los grupos de procesos de Inicio y Planificación de la Guía de los Fundamentos para la Dirección de Proyectos - sexta edición (PMBOK® guide, sixth edition), de acuerdo con la experiencia de la empresa para poder alcanzar los objetivos de la
organización.
Por lo tanto la dirección del proyecto de Desarrollo de la Ingeniería de Detalle para la Construcción de la Carretera SMCV – Estación de Transferencia La Joya, se analiza bajo dos enfoques: el primero muestra como CISA realiza la dirección de proyectos en la actualidad y el segundo muestra la situación ideal aplicando las buenas prácticas de la Guía de los Fundamentos para la Dirección de Proyectos - sexta edición (PMBOK® guide, sixth edition).In this present research work, we use the best practices of project management that will serve as a basis for developing future projects that our organization requires. These best practices have innovated the way to run projects in our company, applying the start-up and planning process groups of the Fundamentals Guide for Project Management - sixth edition (PMBOK® guide, sixth edition), according to the experience of the company to achieve the goals of the organization. Therefore, the direction of the detailed engineering development project for the construction of the SMCV road - La Joya transfer station, is analyzed under two approaches: the first shows how CISA currently manages projects and the second shows the ideal situation by applying the good practices of the Guide to the Fundamentals for Project Management - sixth edition (PMBOK® guide, sixth edition).
Tesis
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Heimann, Candice. "Gestão de projeto educacional à distância na perspectiva do guia PMBOK." Universidade de São Paulo, 2017. http://www.teses.usp.br/teses/disponiveis/7/7140/tde-27042018-151352/.
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Introdução: Durante o processo de implantação de cursos na modalidade a distância, a etapa de planejamento e gerenciamento do curso é um dos temas que vem ocupando as discussões dos envolvidos na projeção e execução das propostas educacionais, muitas vezes com finalidades que excedem o nível do educacional e esbarram também em questões de cunho administrativo e econômico. O fato de que, na Educação a Distância (EAD), se está lidando com sujeitos e instituições de características diversas assim como tecnologias das mais sofisticadas, não tem assegurado igual avanço nos modelos pedagógicos do ensino, e menos ainda, na qualidade da gestão desses projetos. Objetivo: Desenvolver um projeto educacional a distância através das ferramentas de gestão existentes no Guia Project Management Body of Knowledge (PMBOK). Método: O estudo constituiu-se de uma pesquisa aplicada, de produção tecnológica com análise exploratório-descritiva. Quanto a técnica, foi empregado o estudo de caso de análise documental. Resultados: Neste projeto foram consideradas a existência de 5 fases do ciclo de vida que fundamentam o modelo do processo de gerenciamento de projetos, abrangendo todo percurso desde a concepção ao encerramento, identificadas por Inicialização, Planejamento, Execução, Monitoramento e Controle, Encerramento. Para inclusão das diretrizes em consonância com as orientações do Guia PMBOK, as 10 áreas de conhecimento foram selecionadas pela equipe do projeto, uma vez que elas englobam todas as ações gerenciais de um curso a distância, todavia, de acordo com o perfil do projeto, utilizou-se somente parte destes processos. A integração exerceu papel essencial no gerenciamento do curso, à medida que, criou condições propícias para o desenvolvimento do projeto através do estabelecimento do objetivo de capacitar profissionais no uso de Tecnologias Digitais de Informação e Comunicação como recursos pedagógicos através da EAD baseando-se na aprendizagem significativa, no uso da metodologia dialética e das metodologias ativas, vinculadas a mediação da aprendizagem na era digital. Conclusões: Cada área de conhecimento do Guia PMBOK teve em seus processos a organização de acordo com as demandas e conhecimentos do projeto e dos gestores, com ênfase no planejamento educacional. O detalhamento conceitual e operacional foi analisado de forma a orientar os aspectos essenciais para o planejamento de um projeto em EAD dentro de um contexto gerencial norteada pelo modelo das boas práticas em gestão de projetos. O planejamento por unidades de aprendizagem, o monitoramento, o controle e os critérios de qualidade estabelecidos foram fundamentais para as tomadas de decisão no gerenciamento. O estabelecimento das atividades predominantes do projeto educacional e sua finalidade principal fizeram que os produtos fossem desenvolvidos dentro do que era almejado pelos stakeholders, sendo benquistos sem qualquer restrição.Introduction: During the process of implementation of Education Distance Learning (EDL), the planning stage and management of the course is one of the themes that has been occupying the discussions of those involved in designing and implementing educational proposals, often for purposes that exceed the educational level and also run into administrative and economic nature issues. The fact that, in distance education, you\'re dealing with subjects and different characteristics of institutions as well as the most sophisticated technologies, has not ensured equal advance in pedagogical teaching models, and even less in quality management. Objective: To develop an educational project in the distance through the existing management tools in the Project Management Body of Knowledge Guide (PMBOK). Method: The study consisted of an applied research, production technology with exploratory and descriptive analysis. As for technique, we used the case study of document analysis. Results: In this project we considered the existence of 5 phases of the life cycle that base the model of the process of project management, covering all path from conception to closure, identified by Initialization, Planning, Execution, Monitoring and Control, Finalization. In accordance with the guidelines of the PMBOK Guide, the 10 areas of knowledge were selected by the project team, since they encompass all managerial actions of a distance course, however, according to the project profile, only part of these processes were used. Integration has played an essential role in the management of the course, as it has created favorable conditions for the development of the project through the establishment of the objective of training professionals in the use of Digital Information and Communication Technologies as pedagogical resources through distance education based in meaningful learning, in the use of dialectical methodology and active methodologies, linked to the mediation of learning in the digital epoch. Conclusions: Each PMBOK Guide Knowledge area had in its processes the organization according to the demands and knowledge of the design and management, with an emphasis on educational planning. The conceptual and operational details was analyzed in order to guide the essentials for planning a project in distance education in a managerial context guided by the model of good practice in project management. Planning for learning units, monitoring, control and quality criteria were essential for decision-making in management. The establishment of the predominant activities of the educational project and its main purpose made that the products were developed within what was desired by the stakeholders, being well liked without any restriction.
Books on the topic "Project Management (Guide PMBOK, PMI®)"
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Project Management Institute. Rukovodstvo k svodu znanij po upravleniyu projektami (Rukovodstvo PMBOK℗ʾ) =: A guide to the project management body of knowledge (PMBOK℗ʾ guide). 4th ed. Newtown Square, Pa: Project Management Institute, 2008.
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Conchúir, Deasún Ó. Overview of the PMBOK Guide: Paving the way for PMP certification. 3rd ed. Heidelberg: Springer, 2012.
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Blokdijk, Gerard. PMP/PMBOK: 100 success secrets-- project management professional, the missing exam study, certification preparation and project management body of knowledge guide application guide. [S.l: Emereo Pty. Ltd.?], 2008.
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Duncan, William R. A guide to the project management body of knowledge: [pmbok guide]. Sylva, NC: PMI Communications, 1996.
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Project Management Institute.
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Project Management Institute. A guide to the project management body of knowledge (PMBOK guide). 4th ed. Newtown Square, Pa: Project Management Institute, Inc., 2008.
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Institute, Project Management. A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 2nd ed. Newtown Square, USA: Project Management Institute, 2000.
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Institute, Project Management. A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 2nd ed. Newtown Square, USA: Project Management Institute, 2001.
Find full textBook chapters on the topic "Project Management (Guide PMBOK, PMI®)"
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Conchúir, Deasún Ó. "Introducing Project Management." In Overview of the PMBOK® Guide, 1. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-11188-4_1.
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Conchúir, Deasún Ó. "Introducing Project Management." In Overview of the PMBOK® Guide, 1–12. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-19122-0_1.
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Conchúir, Deasún Ó. "Introducing Project Management." In Overview of the PMBOK® Guide, 1–12. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-31803-0_1.
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Carstens, Deborah Sater, and Gary L. Richardson. "Introduction to the PMBOK® Guide." In Project Management Tools and Techniques, 13–18. Second Edition. | Boca Raton : CRC Press, 2019. | Revised edition of Project management tools and techniques, [2013]: CRC Press, 2019. http://dx.doi.org/10.1201/9780429263163-3.
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XUE, Rui, Claude Baron, Philippe Esteban, and Li Zheng. "Integrating the ISO/IEC 15288 Systems Engineering Standard with the PMBoK Project Management Guide to Optimize the Management of Engineering Projects." In Complex Systems Design & Management, 291. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-26109-6_25.
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Ajam, Mounir A. "PMBOK ® Guide Overview." In Project Management beyond Waterfall and Agile, 11–15. Auerbach Publications, 2018. http://dx.doi.org/10.1201/9781315202075-3.
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Gómez, John, and Alejandro Núñez. "Agile Practices in Project Management." In Software Applications, 2442–60. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-060-8.ch143.
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This chapter introduces agile project management as a way to improve the processes for software development in small organizations. The chapter contains a description of the main concepts and techniques used along with practical recommendations for their application in real situations. The chapter also analyzes the relationship between these practices and recognized process improvement models like the CMMI and the PMI PMBOK and presents case studies to illustrate implementation.
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"Going beyond theProject Management Body of Knowledge(PMBOK®)Guide." In Complexity Theory and Project Management, 15–48. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470949986.ch2.
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de Carvalho, Marly M., Fernando J. B. Laurindo, and Marcelo de Paula Pessoa. "Information Technology Project Management to Achieve Efficiency in Brazilian Companies." In Managing Globally with Information Technology, 260–71. IGI Global, 2003. http://dx.doi.org/10.4018/978-1-93177-742-1.ch019.
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This chapter focuses on applying the best practices in Information Technology (IT) project management in Brazil. The theoretical models adopted to discuss this issue are the Capability Maturity Model - CMM (Humphrey, 1989; Paulk et al., 1995), Project Management Maturity Model – PMMM (Kerzner, 2000 and 2001); the Project Management Body of Knowledge - PMBoK (PMI, 2000), and Quality Systems for software - ISO9000-3 (2001) and ISO 12207 (1995). Several problems have been discussed regarding the efficiency of IT projects. Evaluation of efficiency is a controversial issue, and meeting project efficiency goals involves balancing scope expectations and the available resources. This chapter presents IT project cases in Brazilian companies and a comparative analysis of their IT projects management models. The study is based on multiple cases: financial services, telecommunications and building materials companies. Interviews with the main actors from different levels of the organisational hierarchy have been done.
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"Tailoring, Quality Management, and Improving Project Processes." In PMI-ACP Project Management Institute Agile Certified Practitioner Exam Study Guide, 291–312. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2018. http://dx.doi.org/10.1002/9781119549222.ch10.
Full textConference papers on the topic "Project Management (Guide PMBOK, PMI®)"
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Čabarkapa, Jovana. "Analysis and comparison of ISO 21500 - Guidance on project management and PMBOK 6th Guide." In Proceedings of the 5th IPMA SENET Project Management Conference (SENET 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/senet-19.2019.44.
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Bohorquez Villamil, Katherin Lizeth, Hermes Raul Castillo Pinilla, and Jose Gustavo Vivas Martin. "Proposal of a methodology of project management for sme's of the building sector through the start-up and planning processes of the PMBOK guide." In 2019 Congreso Internacional de Innovación y Tendencias en Ingenieria (CONIITI ). IEEE, 2019. http://dx.doi.org/10.1109/coniiti48476.2019.8960895.
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de Almeida, Ma´rcio Manha˜es Gomes, Valter Librais Junior, and Nilson Vieira. "Management of OSBRA Project Portfolio: Learned Lessons After Several Cases and Many Years of Experience." In 2010 8th International Pipeline Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/ipc2010-31088.
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OSBRA is a 20″ multiproduct pipeline operated by TRANSPETRO that supplies Diesel oil, gasoline and liquefied petroleum gas (LPG) from REPLAN, the Brazilian major refinery, to five Tank Farms located along the country Midwestern region. In 2001, five years after OSBRA first commissioning, TRANSPETRO initiated several projects to improve the pipeline and Tank Farms operational performance on quality, measurement, safety and environmental care. A project portfolio management system was established in order to keep control of projects conducted along the 964 kilometers of pipeline, its Tank Farms and two unmanned pump stations. Learned lessons and good practices were adopted from typical project management cases on the pipeline industry, such as: tank drainage, effluents and fire protection systems; improvements on pipeline measurement and control systems; improvements on pipeline leak detection system; tank construction; short length pipelines construction; truck loading and unloading terminal facilities; jet fuel receiving, storage and delivering system; technology developing projects and so on. Some of these projects were conducted based on PETROBRAS traditional experience on project management, some were conducted according to the Independent Project Analysis Institute - IPA and the best recommended practices from the PMI’s PMBOK® Guide, and others were conducted considering a mix of both practices. During the project, the members of the project team and its stakeholders were geographically spread out through several sites. This paper presents how the OSBRA project portfolio has been managed by a reduced multi-disciplinary team, including safety and environmental professionals, in order to keep each project aligned to meet its essential operational and business objectives.