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Please forward this error screen to sharedip-160153129237. Much of the PMBOK Pmbok 5 pdf français is unique to project management e. The evolution of the PMBOK Guide is reflected in editions of the Guide.

That document was to some extent based on earlier work that began with a white paper published in 1983 called the “Ethics, Standards, and Accreditation Committee Final Report. In 2004, the PMBOK Guide — Third Edition was published with major changes from the previous editions. The Fourth edition was published in 2008. The Fifth Edition was released in 2013. The latest English-language version of The PMBOK Guide — The Sixth Edition was released in September 2017. The PMBOK Guide is intended to be a “subset of the project management body of knowledge that is generally recognized as a good practice. Generally recognized’ means the knowledge and practices described are applicable to most projects most of the time and there is a consensus about their value and usefulness.

The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. This approach is consistent with other management standards such as ISO 9000 and the Software Engineering Institute’s CMMI. A Guide to the Project Management Body of Knowledge — Sixth Edition provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management life cycle and its related processes, as well as the project life cycle. The PMBOK as described in the Guide recognizes 47 processes that fall into five basic process groups and ten knowledge areas that are typical of most projects, most of the time. Initiating: processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Planning: Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.

Closing: Those processes performed to finalize all activities across all Process Groups to formally close the project or phase. Project Scope management : the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Project Schedule Management : the processes required to manage the timely completion of the project. Project Cost Management : the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget. Project Quality Management : the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. Project Resource Management : the processes that organize, manage, and lead the project team. Project Communications Management : the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information.

Project Risk Management : the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project. Project Procurement Management : the processes necessary to purchase or acquire products, services, or results needed from outside the project team. Processes in this area include Procurement Planning, Solicitation Planning, Solicitation, Source Selection, Contract Administration, and Contract Closeout. Project Stakeholder Management : the processes required to identify all people or organizations impacted by the project, analyzing stakeholder expectations and impact on the project, and developing appropriate management strategies for effectively engaging stakeholders in project decisions and execution.

Each of the ten knowledge areas contains the processes that need to be accomplished within its discipline in order to achieve effective project management. Each of these processes also falls into one of the five process groups, creating a matrix structure such that every process can be related to one knowledge area and one process group. The PMBOK is a widely accepted standard in project management, however there are alternatives to the PMBOK standard, and PMBOK does have its critics. A second strand of criticism originates in Lean Construction. Fifth Edition, Project Management Institute Inc. The underlying theory of project management is obsolete’, Proceedings of the PMI Research Conference 2002, 293-302. This page was last edited on 5 March 2018, at 15:28.

PMI e é considerado a base do conhecimento sobre gestão de projetos por profissionais da área. Em 1983, na tentativa de documentar e padronizar as práticas que são normalmente aceitas na gerência de projetos, foi publicado o artigo “Ethics, Standards, and Accreditation Committee Final Report”. A segunda edição, publicada em 2000. Em 2004, o Guia PMBOK — Terceira Edição — foi publicado com maiores mudanças, considerando as edições anteriores. Em 2013 a quinta edição foi publicada em Inglês, com traduções estão disponíveis em Árabe, Chinês, Francês, Alemão, Italiano, Japonês, Coreano, Português, Russo e Espanhol. Sua versão mais recente é a sexta edição, publicada em 2017. Uma boa prática não significa que o conhecimento e as práticas devem ser aplicadas uniformemente a todos os projetos, sem considerar se são ou não apropriados.

O Guia PMBOK também fornece e promove um vocabulário comum para se discutir, escrever e aplicar o gerenciamento de projetos possibilitando o intercâmbio eficiente de informações entre os profissionais de gerência de projetos. O guia é baseado em processos e subprocessos para descrever de forma organizada o trabalho a ser realizado durante o projeto. Essa abordagem se assemelha à empregada por outras normas como a ISO 9000 e o Software Engineering Institute’s, CMMI. Os processos descritos se relacionam e interagem durante a condução do trabalho. Edição provê diretrizes para gerência dos projetos individualmente e define conceitos associados à gerência de projetos. Isto também descreve o ciclo de vida do gerenciamento do projeto e seus processos relacionados, assim como o ciclo de vida do projeto. O Guia PMBOK reconhece 47 processos que recaem em 5 grupos de processos e 10 áreas de conhecimento que são típicas em quase todas áreas de projetos.

O PMBOK atualmente define extensões ao Guia PMBOK. O PMBOK também define padrões específicos ao Guia PMBOK. Um escritório de gerenciamento de projetos pode ter autoridade para atuar como uma parte interessada integral e também ter poder de decisão em projetos. Um projeto consiste em um trabalho temporário para criar um produto, serviço ou resultado exclusivo. Relação entre as áreas de conhecimento, os grupos de processos de gerenciamento e os 47 processos de gerenciamento de projetos.