What is PMI?

The Project Management Institute (PMI) is a non-profit professional organization dedicated to

advancing the state-of-the-art of project management...

PMI HISTORY

Since its founding in 1969, Project Management Institute (PMI) has grown to be the organization
of choice for project management professionalism. PMI establishes project management
standards; and it provides seminars, educational programs, and professional certification that
organizations desire for their project leaders.

PMI's Objectives are to:

 Foster professionalism in the management of projects.

 Advance the quality and scope of project management.
 Stimulate the application of project management to the benefit of the public.
 Provide a recognized forum for the free exchange between Institute members, of ideas,
applications, and soultions to project management problems.
 Identify and promote the fundamentals of project management and advance the Project
Management Body of Knowledge (PMBOK) for managing projects successfully.
 Provide an interface between users and suppliers of hardware and software systems.
 Collaborate with universities and other educational institutions to encourage appropriate
education and career development at all levels in project management.
 Encourage academic and industrial research in the field of project management.
 Foster contacts internationally with other organizations, both public and private, which
relate to project management, and cooperate in matters of common interest.
 Maintain methods for ethics, standards, and accredidation.

The PMBOK (Project Management Body of Knowledge)

PMBOK describes the sum of knowledge within the profession of project management.

This full body of knowledge includes knowledge of proven, traditional practices, which are
widely applied, as well as knowledge of innovative and advanced practices, which may be in
more limited use. The full body of knowledge concerning project management resides with the
practitioners and academics that apply and advance it.
PMBOK recognizes 5 basic process groups and 9 knowledge areas typical of almost all projects.
The basic concepts are applicable to projects, programs and operations. The five basic process
groups are:

1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing

Processes overlap and interact throughout a project or phase. Processes are described in terms of:

 Inputs (documents, plans, designs, etc.)

 Tools and Techniques (mechanisms applied to inputs)
 Outputs (documents, products, etc.)

The nine knowledge areas are:

Project Integration Management

The processes and activities needed to identify, define, combine, unify, and coordinate process
and project management activities within the Project Management Group are included in the
Project Integration Management Knowledge Area. Characteristics of unification, consolidation,
articulation and integrative actions crucial to project completion fall within the context of
integration.

 Project Scope Management

The project scope management plan refers specifically to the input/output mechanism that
consists of a formalized document that is used for the purposes of detailing exactly how the
project scope will be defined, what means will be undertaken to develop the project scope, how
the project scope will ultimately be verified, and exactly how any and all components of the
work breakdown structure will be ultimately created and defined.

Project Time Management

Project time management refers to a component of overall project management in which a

timeline is analyzed and developed for the completion of a project or deliverable. Project time
management consists of six different components or steps.
 Activity Definition- Identifying and scheduling different components of the project
management sequence that are required for completion of project deliverables.

 Activity Sequencing- The process of project time management that defines the order in which
deliverables must be completed.
 Activity Resource Estimating- Indentifying and defining the types and quantities of resources
and materials required to complete a deliverable.
 Activity Duration Estimating- Identifying and estimating the timeline for completion of
durables.
 Schedule Development- the analysis of the order of activities, timelines, resources, and
schedule barriers to develop a project schedule.

 Schedule Control- Project management intervention to mitigate changes to the product

schedule

Project cost Management:

Project cost management is keeping your project within its defined budget. It is also an essential
part of project management.

Cost estimating, cost budgeting, and cost control are three cost related processes that interact
with each other and with other areas of project management. All of these processes require effort
and a working knowledge of the cost of things. Depending on the complexity of the project they
can require more than one person, and they may occur more than once during the life of a
project.

Project Quality

Project Quality Management is a critical aspect of the performing organization, and integral to
project management. It includes the processes and activities, that determine the quality policies,
objectives, and responsibilities necessary to assure that project requirements are met. Project
Quality Management implements the organization’s Quality Management System via policies,
procedures, and continuous improvement activities, as appropriate. Processes critical to the
Quality Management System include Quality Planning, Quality Assurance, and Quality Control.
Project Human Resource Management 

Project human resource management involves organizing and managing a project team. The
team is usually made up of people with specific skills and responsibilities. The project team, also
known as project staff, should be involved in plans and decision making from the beginning of
the project. Team members should feel invested in the outcome of the project. This will increase
loyalty and commitment to project goals and objectives. The number of team members and their
responsibilities can change as the project develops. 

Project Communications Management

Project Communications Management plays a key role in keeping all members of the project
management team on the same page. Without communication among all team members and
project stakeholders there can be a breakdown in processes which could have a negative impact
on the final product 

Project Risk Management

Project Risk Management is a branch of the discipline of project management that deals with
identifying and mitigating risk on a project. The desired outcome of risk management is to
increase the probability and maximize the result of positive events.

Project Management Procurement

• Procurement Planning (Planning Process): Projects IT generates gap analysis charts that
identify areas of resource constraints and show when outsourcing will be required.