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The PMBOK is a widely accepted standard in project management, however there are alternatives to the PMBOK standard, and PMBOK does have its critics. One thrust of critique has come from the critical chain developers and followers (e.g. Eliyahu M. Goldratt and Lawrence P. Leach ), [ 10 ] as opposed to critical path method adherents.
Project plan – is a formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and document approved scope, cost, and schedule baselines. A project plan may be summary or detailed. [10]
The plan should be agreed and approved by at least the project team and its key stakeholders. Many project management processes are mentioned in PMBOK® Guide, but determining which processes need to be used based on the needs of the project which is called Tailoring is part of developing the project management plan. [2]
The main purpose is to plan time, cost, and resources adequately to estimate the work needed and to effectively manage risk during project execution. As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals. Project planning generally consists of [40]
PDCA (plan–do–check–act or plan–do–check–adjust) is an iterative design and management method used in business for the control and continual improvement of processes and products. Planning in organizations and public policy is both the organizational process of creating and maintaining a plan; and the psychological process of ...
PMBOK 4.0 offered an evolved model based on the triple constraint with 6 factors to be monitored and managed. [11] This is illustrated as a 6 pointed Star that maintains the strength of the triangle analogy (two overlaid triangles), while at the same time represents the separation and relationship between project inputs/outputs factors on one ...
The substantive difference between the two standards is with the detail and description of tools and techniques, because ISO 21500:2012 does not provide it. [ 7 ] [ 8 ] Another major change is the introduction of a new subject by ISO, namely, "stakeholder management".
For example, an established project team plans for the work to be done by its staff, but there is the risk that an employee may unexpectedly leave the team. In Project Management , the Risk Management Process has the objectives of identifying, assessing, and managing risks, both positive and negative.