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PMP - Coggle Diagram
PMP
A System For Value Delivery
Create Value
The Core Philosophy of PMBOK 7
Deliver the project on time
Within budget
Within scope
Create value for stakeholders
Organizations Exist to Create Value
Companies
Nonprofits
Governments
Hospitals
Business Value - Net Quantifiable Benefit
Tangible Value
Profit
Infrastructure
Revenue
Market Share
Assets
Intangible Value
Environmental Awareness
Brand Recognition
Reputation
Expected Value Threshold
Expected Value >= Investment Threshold
Value Delivery System
Vision -> Mission -> Strategy -> Portfolio -> Program -> Project -> Operation -> Business Values
Vision, Mission, Strategy
Portfolio Management
Internal and External Environment
Internal Environment
Governance
Methodologies
Procedures
Frameworks
Policies
External Environment
Technology
Society
Competition
Regulations
Economy
The Value Chain
Deliverables -> Outcomes -> Benefits -> Business Value
Benefits and Disbenefits
Information Flow
Assessing Project Success
Project Management Success
Deliver on time
On budget
Required Standards
Project Outcome Success
Project Environment
Overall Structure
Enterprise Environmental Factors (EEF)
Internal
Organizational culture, structure, and governance
Values
Beliefs
Mission
Cultural norms
Vision
Hierarchy
Authority relationships
Geographic distribution of facilities and resources
Research centers
Virtual teams
Physical locations
Hybrid teams
Corporate offices
Infrastructure
Equipment
IT hardware
Facilities
System capacity
Information technology systems
Cost management tools
Scheduling software
Task management tools
Work authorization systems
Resource availability
Team capacity
Contracting constraints
Staffing levels
Collaboration agreements
Employee capability
Skills
Competencies
Expertise
Specialized knowledge
Financial capability of the organization
Additional financial resources
Ability to maintain project funding
External funding options
External
Social and cultural influences and issues
Ethics
Political climate
Social perceptions
Codes of conduct
Legal restrictions
Employment
Procurement
Data protection
Business conduct
Security
Marketplace conditions
Market share
Brand recognition
Customer behavior
Trademarks
Competitor
Academic research
Emerging management trends
Industry studies
Empirical data
Publications
Benchmarking results
Government or industry standards
Production
Environment
Workmanship
Safety
Products
Quality
Financial considerations
Inflation
Tariffs
Interest rates
Taxes
Exchange rates
Geographic location
Physical environmental elements
Natural disasters
Geopolitical constraints
Weather
Working conditions
Emerging technologies and innovations
Blockchain
Internet of Things
Automation
Artificial intelligence
Public health and safety regulations
Quarantine
Social distancing
Travel restrictions
Public safety requirements
Health protocols
Organizational Process Assets (OPA)
Processes, Policies, and Procedures
Product and project life cycles
Project management methods
Estimation metrics
Product life cycles
Process audits
Project life cycles
Checklists
Improvement targets
Templates
Reports
Contract templates
Project documents
Risk templates
Project management plans
Stakeholder templates
Tailoring guidelines
Guidelines for adapting standard organizational processes to the specific needs of the project.
Supplier and contract information
Preapproved supplier lists
Fixed-price contracts
Cost-reimbursable contracts
Time and materials contracts
Supplier evaluation criteria
Progress monitoring processes
Processes used to monitor progress and optimize the project baseline where beneficial.
Change control procedures
Standard processes for reviewing, approving, rejecting, and implementing changes.
Change Request -> Impact Analysis -> Approval or Rejection -> Implementation and Update
Traceability matrices
Matrices used to trace requirements from origin through design, development, testing, and delivery.
Issue and defect management
Processes for recording, analyzing, resolving, and tracking issues and defects.
Resource management policies
Policies for controlling resource availability, assignment, and workload.
Work authorization processes
Processes for prioritizing, approving, and formally authorizing work.
Standardized guidelines and work instructions
Quality guidelines
Work instructions
Coding standards
Performance measurement procedures
Verification and validation
Verification: Are we building the product correctly?
Validation: Are we building the correct product?
Service-Level Agreements – SLAs
Availability
Resolution time
Response time
Uptime
Project closure guidelines
Final report
Lessons learned
Handover
Archiving
Acceptance
Contract closure
Organizational Knowledge Repository
Historical information and lessons learned
Previous project results
Lessons learned
Historical project information
Closure documentation
Risk information
Performance data
Issue and defect repositories
Defect status
Resolution information
Issue status
Corrective actions
Action item results
Financial data repositories
Costs
Budgets
Labor hours
Cost overruns
Metrics repositories
Quality
Performance
Products
Productivity
Processes
Configuration management repositories
Policies
Procedures
Standards
Project documents
Software and hardware versions
Baselines
Previous project files
Schedules
Baselines
Cost
Risk reports
Scope
Stakeholder registers
Product Management Considerations
Relationships among Portfolio, Program, Project, and Product Management
Product Management May Initiate Programs or Projects
Add or improve specific components, attributes, or capabilities
Collaboration among Product, Program, and Project Management
Program Management
Project Management
Product Management
Portfolio Management
Influences of Organizational Structures on Projects <T45>
Forms of Integration <T46>
Program Management within a Product Life Cycle
Project Management within a Product Life Cycle
Product Management within a Program or Project
Product Management within a Portfolio
Product Management across Programs and Projects
Product Management
Definition
People, data, processes, and business systems to create, develop, maintain, and eventually retire a product or service
Product Life Cycle
Introduction -> Growth -> Maturity -> Decline/Retirement
Tailored and Integrated Approach
Supporting Roles
Business Analyst
Product Owner
