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The purpose of A Guide to the Project Management Body of Knowledge of the Project Management Institute ... is to identify and describe that subset of the Project Management Body of Knowledge which is generally accepted. It is also intended to provide a common lexicon within the profession for talking about project management. A basic reference for anyone interested in the profession of project management. The PMI®PMBOKT is used by the Institute to provide a consistent structure for its professional development programs.

As part of its aim in developing professionalism in Project Management and establishing recognized standards for Project Mangers the APM developed a Body of Knowledge of Project Management competencies. The APM Body of Knowledge identifies 40 key competencies grouped as: Project Management, Organizations and people, Techniques and procedures and General Management. The APM Body of Knowledge forms a bedrock of many of the Programmes run by the APM including the Certification Programme which is aimed at assessing an individual's competence in managing a project; the Course Accreditation Programme geared toward reviewing the content of training courses run by both commercial private training companies and higher education institutes and the Project Management Capability Test aimed at assessing an individual's knowledge in Project Management.

During dynamic and turbulent times, the only constant theme is change. At NASA, we are current of significant change, including shrinking budgets; downsizing; ISO-9000; full-cost management, "better, faster, cheaper" strategic management; Government Performance Results Act (GPRA); new guidelines and policy for program/project management; to name a few. The list could continue for many pages. Within the discipline of project management, all of these changes are applicable and the implications are very direct. The new NPG 7120.5A -- NASA Program and Project Management Processes and Requirements -- represents a significant departure from past guidelines. The Program/Project Management Development Process (PMDP) Handbook (Version 3.0) provides, under one cover, all of the information needed to initiate understanding, planning, implementation, and tracking of professional competencies linked to global standards for project management. The NASA PMDP represents an effort that has drawn praise from industry, other government agencies, and project management associations. It has been "borrowed" by other organizations and highlights NASA as an organization focused on learning, performance, and high standards.

Project management processes and techniques are used to coordinate resources to achieve predictable results. All projects need some level of project management. The question is whether the project will be managed reactively or proactively-ad-hoc or in a structured, disciplined manner. Studies prove that most projects, especially large ones, do not end successfully. Given the odds, you might think that companies would be happy to just have their project finish with some degree of success. However, in spite of the odds, organizations also expect projects to be completed faster, cheaper, and with higher quality. The only way that these objectives can be met is through the use of effective project management processes and techniques. Consider the size, complexity, and other characteristics of your project, and build the right project management processes to effectively manage and control your project.

The Capital Project Risk Management Process, described in this handbook, is intended to result in the effective management of project risks and opportunities. The project manager, project sponsor, and project team members jointly develop a written plan that enables them to identify, assess, quantify, prepare a response to, monitor, and control capital project risks. Risk management is the systematic process of planning for, identifying, analyzing, responding to, and monitoring project risk. It involves processes, tools, and techniques that will help the project manager maximize the probability and consequences of positive events and minimize the probability and consequences of adverse events. Project risk management is most effective when first performed early in the life of the project and is a continuing responsibility throughout the project.

Project-oriented organizations perform simultaneously a number of different projects and programmes, they hold a portfolio of projects and programmes. The more projects and programmes a company performs, the more complex it becomes. Projectoriented organizations have dynamic boundaries and contexts. On the one hand the number and the sizes of the projects and programmes are constantly changing, permanent and temporary resources are employed, and cooperations are organized in virtual teams. On the other hand varying strategic alliances are established and relationships to the different social environments of the different projects and programmes are managed. In order to manage these dynamics project-oriented organizations reqire besides periodic corporate identity activities, such as strategic planning activities, reflections of the corporate culture, and continuous organizational development, specific integrative structures, such as a project portfolio and a PM Office. Project portfolio management, becomes a core management competence of projectoriented organizations. Specific management processes and management methods have to be applied for the management of the project portfolio.

This Standard provides guidance on defining project manager competence. The Project Manager Competency Development Framework Exposure Draft was developed to apply generically to all project managers regardless of the nature, type, size, or complexity of projects they may be engaged in managing. The targeted audience for this standard includes project managers, the organizations that employ them, and any associated industry professional groups involved in managing projects. The intent has been to develop a standard to provide individuals and organizations with guidance on how to manage the professional growth of the project manager. The PMC Development Framework defines the key dimensions of project manager competence and the competencies that are most likely to impact project manager performance as they lead most projects, most of the time. While the competencies identified in the Framework have broad application, the potential differences in the importance placed on particular competencies by organizations will need to be considered during the application of the Framework.

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