PMBOK

Reference Guide

Prepared by Ranjithkumar Vasudevan

The most important values that were defined by the global
project management community
• Responsibility
• Fairness
• Respect The Code of Ethics
and
• Honesty Professional
Conduct affirms
these four values
as its foundation
 Tangible - • Monetary
perceptible assets,
by touch • Market share.

A project is a
temporary Projects are
endeavor undertaken to Deliverables
undertaken to fulfill may be
create a unique objectives by tangible or
product, producing intangible.
service, or deliverables.
InTangible –
result. • Goodwill,
cannot be
• Brand
touched
recognition,
• Trademarks,
A unique product that can be either a component of another item, an
enhancement or correction to an item, or a new end item in itself

A unique result, such as an outcome or document

A unique service or a capability to perform a service (e.g., a business function

that supports production or distribution)

A unique combination of one or more products, services, or results (e.g., a

software application, its associated documentation, and help desk services)
Examples of projects include but are not limited to:
• Developing a new pharmaceutical compound for market,
• Expanding a tour guide service,
• Merging two organizations,
• Improving a business process within an organization,
• Acquiring and installing a new computer hardware system for use in an
organization,
• Exploring for oil in a region,
• Modifying a computer software program used in an organization,
• Conducting research to develop a new manufacturing process, and
• Constructing a building.
Project characteristics:

1. Temporary endeavor
2. Projects drive change
3. Projects enable business value creation.
4. Project Initiation context
Temporary endeavor. The temporary nature of projects indicates that a
project has a definite beginning and end.
• Temporary does not necessarily mean a project has a short duration. The
end of the project is reached when one or more of the following is true:
• The project’s objectives have been achieved;
• The objectives will not or cannot be met;
• Funding is exhausted or no longer available for allocation to the project;
• The need for the project no longer exists (e.g., the customer no longer
wants the project completed, a change in strategy or priority ends the
project, the organizational management provides direction to end the
project);
• The human or physical resources are no longer available; or
• The project is terminated for legal cause or convenience.
PROJECT INITIATION CONTEXT

For examples, refer PMBOK

PROJECTS DRIVE CHANGE
 IMPORTANCE OF PROJECT MANAGEMENT
• Meet business objectives;
• Satisfy stakeholder expectations;
• Be more predictable;
• Increase chances of success;
• Deliver the right products at the right time;
• Resolve problems and issues;
• Respond to risks in a timely manner;
• Optimize the use of organizational resources;
• Identify, recover, or terminate failing projects;
• Manage constraints (e.g., scope, quality, schedule, costs, resources);
• Balance the influence of constraints on the project (e.g., increased scope may
increase cost or schedule);
• Manage change in a better manner.
Poorly managed projects or the absence of project management may result
in:
• Missed deadlines,
• Cost overruns,
• Poor quality,
• Rework,
• Uncontrolled expansion of the project,
• Loss of reputation for the organization,
• Unsatisfied stakeholders, and
• Failure in achieving the objectives for which the project was undertaken
A project may be managed in three separate scenarios:

• as a stand-alone project Multiple projects may be

needed to accomplish a set of Programs are not large
• within a program, or goals and objectives for an projects, A very large
organization. In those project may be referred to
• within a portfolio situations, projects may be as a megaproject.
grouped together into As a guideline,
a program. A program is megaprojects cost
defined as a group of related US$1billion or more,
projects, subsidiary programs, affect
and program activities 1 million or more people,
managed in and run for years.
a coordinated manner to
obtain benefits not available
from managing them
individually
PROGRAM MANAGEMENT

• Program management is defined as the application of knowledge, skills, and

principles to a program to achieve the program objectives and to obtain
benefits and control not available by managing program components
individually.

• A program component refers to projects and other programs within a

program.

• Project management focuses on interdependencies within a project to

determine the optimal approach for managing the project. Program
management focuses on the interdependencies between projects and
between projects and the program level to determine the optimal approach
for managing them.
PORTFOLIO MANAGEMENT
A portfolio is defined as projects, programs, subsidiary portfolios, and
operations managed as a group to achieve strategic objectives.

The aim of portfolio management is to:

• Guide organizational investment decisions.
• Select the optimal mix of programs and projects to meet strategic objectives.
• Provide decision-making transparency.
• Prioritize team and physical resource allocation.
• Increase the likelihood of realizing the desired return on investment.
• Centralize the management of the aggregate risk profile of all components
OPERATIONS MANAGEMENT
Operations management is concerned with the ongoing production of
goods and/or services.

It ensures that business operations continue efficiently by using the

optimal resources needed to meet customer demands.

It is concerned with managing processes that transform inputs (e.g.,

materials, components, energy, and labor) into outputs (e.g., products,
goods, and/or services).
KEY COMPONENTS
PROJECT LIFE CYCLE
A project life cycle is the series of phases that a project passes through
from its start to its completion.

Within a project life cycle, there are generally one or more phases that are
associated with the development of the product, service, or result. These
are called a development life cycle.

Development life cycles can be predictive, iterative, incremental,

adaptive, or a hybrid model.
• In a predictive life cycle, the project scope, time, and cost are
determined in the early phases of the life cycle. Any changes to the
scope are carefully managed. Predictive life cycles may also be referred
to as waterfall life cycles.

• In an iterative life cycle, the project scope is generally determined early

in the project life cycle, but time and cost estimates are routinely
modified as the project team’s understanding of the product increases.
Iterations develop the product through a series of repeated cycles, while
increments successively add to the functionality of the product.

• In an incremental life cycle, the deliverable is produced through a series

of iterations that successively add functionality within a predetermined
time frame. The deliverable contains the necessary and sufficient
capability to be considered complete only after the final iteration.
• Adaptive life cycles are agile, iterative, or incremental. The detailed
scope is defined and approved before the start of an iteration. Adaptive
life cycles are also referred to as agile or change-driven life cycles

• A hybrid life cycle is a combination of a predictive and an adaptive life

cycle. Those elements of the project that are well known or have fixed
requirements follow a predictive development life cycle, and those
elements that are still evolving follow an adaptive development life
cycle.
PROJECT PHASE
A project phase is a collection of logically related project activities that
culminates in the completion of one or more deliverables. The phases in a
life cycle can be described by a variety of attributes. Attributes may be
measurable and unique to a specific phase. Attributes may include but are
not limited to:
• Name
• Number
• Duration
• Resource requirements
• Entrance criteria for a project to move into that
• Exit criteria for a project to complete a phase.
PROJECT PHASE
Projects may be separated into distinct phases or subcomponents. These
phases or subcomponents are generally given names that indicate the
type of work done in that phase. Examples of phase names include but
are not limited to:
• Concept development, • Build,
• Feasibility study, • Test,
• Customer requirements, • Transition,
• Solution development • Commissioning,
• Design • Milestone review, and
• Prototype • Lessons learned.
PHASE GATE
A phase gate, is held at the end of a phase. The project’s
performance and progress are compared to project and business
documents including but not limited to:
• Project business case • Project management plan
• Project charter • Benefits management plan.
A decision (e.g., go/no-go decision) is made as a result of this comparison to:

• Continue to the next phase,

• Continue to the next phase with modification,
• End the project,
• Remain in the phase, or
• Repeat the phase or elements of it
PROJECT MANAGEMENT PROCESS GROUPS
A Project Management Process Group is a logical grouping of
project management processes to achieve specific project objectives.
Process Groups are independent of project phases. Project
management processes are grouped into the following five Project
Management Process Groups
• Initiating Process Group : Those 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 Process Group : 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.

• Executing Process Group : Those processes performed to complete the work

defined in the project management plan to satisfy the project requirements.

• Monitoring and Controlling Process Group : Those processes required to track,

review, and regulate the progress and performance of the project; identify any
areas in which changes to the plan are required; and initiate the corresponding
changes.

• Closing Process Group : Those processes performed to formally complete or close

the project, phase, or contract.
KNOWLEDGE AREAS

• Project Integration Management : Includes the processes and activities

to identify, define, combine, unify, and coordinate the various processes
and project management activities within the Project Management
Process Groups.

• Project Scope Management : Includes the processes required to ensure

the project includes all the work required, and only the work required,
to complete the project successfully.
KNOWLEDGE AREAS

• Project Schedule Management : Includes the processes required to

manage the timely completion of the project.

• Project Cost Management : Includes the processes involved in planning,

estimating, budgeting, financing, funding, managing, and controlling
costs so the project can be completed within the approved budget.
KNOWLEDGE AREAS

• Project Quality Management : Includes the processes for incorporating

the organization’s quality policy regarding planning, managing, and
controlling project and product quality requirements, in order to meet
stakeholders’ expectations.

• Project Resource Management : Includes the processes to identify,

acquire, and manage the resources needed for the successful completion
of the project
KNOWLEDGE AREAS

• Project Communications Management : Includes the processes required

to ensure timely and appropriate planning, collection, creation,
distribution, storage, retrieval, management, control, monitoring, and
ultimate disposition of project information.

• Project Risk Management : Includes the processes of conducting risk

management planning, identification, analysis, response planning,
response implementation, and monitoring risk on a project.
KNOWLEDGE AREAS

• Project Procurement Management : Includes the processes necessary to

purchase or acquire products, services, or results needed from outside
the project team.

• Project Stakeholder Management : Includes the processes required to

identify the people, groups, or organizations that could impact or be
impacted by the project, to analyze stakeholder expectations and their
impact on the project, and to develop appropriate management
strategies for effectively engaging stakeholders in project decisions and
execution
DATA, INFORMATION & REPORTS

Project data are regularly collected and analyzed throughout the project life
cycle. The following definitions identify key terminology regarding project
data and information

• Work performance data: The raw observations and measurements

identified during activities performed to carry out the project work.
Examples include reported percent of work physically completed, quality
and technical performance measures, start and finish dates of schedule
activities, number of change requests, number of defects, actual costs,
actual durations, etc. Project data are usually recorded in a Project
Management Information System (PMIS) and in project documents.
• Work performance information: The performance data collected from
various controlling processes, analyzed in context and integrated based on
relationships across areas. Examples of performance information are
status of deliverables, implementation status for change requests, and
forecast estimates to complete.

• Work performance reports: The physical or electronic representation of

work performance information compiled in project documents, which is
intended to generate decisions or raise issues, actions, or awareness.
Examples include status reports, memos, justifications, information notes,
electronic dashboards, recommendations, and updates.
PROJECT BUSINESS CASE

The project business case is a documented economic feasibility

study used to establish the validity of the benefits of a selected
component lacking sufficient definition and that is used as a basis for the
authorization of further project management activities. The business case
lists the objectives and reasons for project initiation. It helps measure the
project success at the end of the project against the project objectives.
The business case is a project business document that is used throughout
the project life cycle. The business case may be used before the project
initiation and may result in a go/no-go decision for the project

FOR DETAILS, Ref PMBOK

PROJECT CHARTER
The project charter is defined as a document issued by the project
sponsor that formally authorizes the existence of a project and provides
the project manager with the authority to apply organizational resources
to project activities.

PROJECT MANAGEMENT PLAN

The project management plan is defined as the document that
describes how the project will be executed, monitored, and controlled.
PROJECT SUCCESS MEASURES
Traditionally, the project management metrics of time, cost, scope,
and quality have been the most important factors in defining the success
of a project.

Project success may include additional criteria linked to the organizational

strategy and to the delivery of business results. These project objectives
may include but are not limited to:
• Completing the project benefits management plan;
• Meeting business case nonfinancial objectives;
• Completing movement of an organization from its current state to the
desired future state;
• Fulfilling contract terms and conditions;
PROJECT SUCCESS MEASURES

• Meeting organizational strategy, goals, and objectives;

• Achieving stakeholder satisfaction;
• Acceptable customer/end-user adoption;
• Integration of deliverables into the organization’s operating
environment;
• Achieving agreed-upon quality of delivery;
• Meeting governance criteria; and
• Achieving other agreed-upon success measures or criteria
PROJECT SUCCESS MEASURES
Meeting the agreed-upon financial measures documented in the
business case. These financial measures may include but are not limited
to:
• Net present value (NPV),
• Return on investment (ROI),
• Internal rate of return (IRR),
• Payback period (PBP), and
• Benefit-cost ratio (BCR).
THE ENVIRONMENT IN WHICH PROJECTS OPERATE

Projects exist and operate in environments that may have an

influence on them. These influences can have a favorable or unfavorable
impact on the project. Two major categories of influences are

• Enterprise environmental factors (EEFs) and

• Organizational process assets (OPAs).
PROJECT INFLUENCES
EEF - Enterprise environmental factors
EEFs originate from the environment outside of the project and
often outside of the enterprise. EEFs may have an impact at the
organizational, portfolio, program, or project level
Enterprise environmental factors (EEFs) refer to conditions, not
under the control of the project team, that influence, constrain, or direct
the project. These conditions can be internal and/or external to the
organization.
EEFs are considered as inputs to many project management
processes, specifically for most planning processes. These factors may
enhance or constrain project management options. In addition, these
factors may have a positive or negative influence on the outcome.
EEFS INTERNAL TO THE ORGANIZATION
• Organizational culture, structure, and governance:
Examples include vision, mission, values, beliefs, cultural norms,
leadership style, hierarchy and authority relationships, organizational style,
ethics, and code of conduct.

• Geographic distribution of facilities and resources:

Examples include factory locations, virtual teams, shared systems, and
cloud computing.

• Infrastructure:
Examples include existing facilities, equipment, organizational
telecommunications channels, information technology hardware, availability,
and capacity.
EEFS INTERNAL TO THE ORGANIZATION
• Information technology software:
Examples include scheduling software tools, configuration
management systems, web interfaces to other online automated systems,
and work authorization systems.

• Resource availability:
Examples include contracting and purchasing constraints, approved
providers and subcontractors, and collaboration agreements.

• Employee capability:
Examples include existing human resources expertise, skills,
competencies, and specialized knowledge
EEFS EXTERNAL TO THE ORGANIZATION
• Marketplace conditions:
Examples include competitors, market share brand recognition, and
trademarks.
• Social and cultural influences and issues:
Examples include political climate, codes of conduct, ethics, and
perceptions.
• Legal restrictions:
Examples include country or local laws and regulations related to
security, data protection, business conduct, employment, and procurement.
• Commercial databases:
Examples include benchmarking results, standardized cost estimating
data, industry risk study information, and risk databases.
EEFS EXTERNAL TO THE ORGANIZATION
• Academic research:
Examples include industry studies, publications, and benchmarking
results.
• Government or industry standards:
Examples include regulatory agency regulations and standards related
to products, production, environment, quality, and workmanship.
• Financial considerations:
Examples include currency exchange rates, interest rates, inflation
rates, tariffs, and geographic location.
• Physical environmental elements:
Examples include working conditions, weather, and constraints
OPA - Organizational process assets
OPAs are internal to the organization. These may arise from the
organization itself, a portfolio, a program, another project, or a
combination of these.

Organizational process assets (OPAs) are the plans, processes,

policies, procedures, and knowledge bases specific to and used by the
performing organization. These assets influence the management of the
project.

OPAs include any artifact, practice, or knowledge from any or all of

the performing organizations involved in the project that can be used to
execute or govern the project. The OPAs also include the organization’s
lessons learned from previous projects and historical information.
OPA - Organizational process assets

OPAs may include completed schedules, risk data, and earned value
data. OPAs are inputs to many project management processes. Since OPAs
are internal to the organization, the project team members may be able to
update and add to the organizational process assets as necessary
throughout the project.

They may be grouped into two categories:

• Processes, policies, and procedures; and
• Organizational knowledge bases.
PROCESSES, POLICIES, AND PROCEDURES

Initiation & Planning process

Executing, Monitoring
Ex : Human resources policies, health and
and controlling process Closing Process
safety policies,
Ex : Time reporting, Ex : Process final
security and confidentiality policies, quality
required expenditure and project audits,
policies, procurement policies, and
disbursement reviews, project evaluations,
environmental policies, project
accounting codes, and deliverable
management methods,
standard contract acceptance, contract
estimation metrics, process audits,
provisions, defining issue closure, resource
improvement targets, checklists, project
and defect controls, reassignment, and
management plans, project documents,
identifying and resolving knowledge transfer
project registers, report formats, contract
issues and defects, and to production
templates, risk categories, risk statement
tracking action items, risk and/or operations
templates, probability and impact
register, issue log, and
definitions, probability and
change log
impact matrices
ORGANIZATIONAL KNOWLEDGE REPOSITORIES

The organizational knowledge repositories for storing and retrieving

information includes

• Configuration management knowledge repositories containing the

versions of software and hardware components and baselines of all
performing organization standards, policies, procedures, and any project
documents;

• Financial data repositories containing information such as labor hours,

incurred costs, budgets, and any project cost overruns;

• Historical information and lessons learned knowledge repositories (e.g.,

project records and documents, all project closure information and
documentation, information regarding both the results of previous
project selection decisions and previous project performance
information, and information from risk management activities);
ORGANIZATIONAL KNOWLEDGE REPOSITORIES

• Issue and defect management data repositories containing issue and

defect status, control information, issue and defect resolution, and action
item results;

• Data repositories for metrics used to collect and make available

measurement data on processes and products; and

• Project files from previous projects (e.g., scope, cost, schedule, and
performance measurement baselines, project calendars, project schedule
network diagrams, risk registers, risk reports, and stakeholder registers).
ORGANIZATIONAL SYSTEMS

Projects operate within the constraints imposed by the organization

through their structure and governance framework. To operate
effectively and efficiently, the project manager needs to understand
where responsibility, accountability, and authority reside within the
organization. This understanding will help the project manager
effectively use his or her power, influence, competence, leadership,
and political capabilities to successfully complete the project.
ORGANIZATIONAL SYSTEMS

The interaction of multiple factors within an individual organization creates

a unique system that impacts the project operating in that system. The
resulting organizational system determines the power, influence, interests,
competence and political capabilities of the people who are able to act
within the system. The system factors include but are not limited to:
• Management elements,
• Governance frameworks, and
• Organizational structure types
MANAGEMENT ELEMENTS

Management elements are the components that comprise the key

functions or principles of general management in the organization. The
general management elements are allocated within the organization
according to its governance framework and the organizational structure
type selected.
The key functions or principles of management include but are not limited
to:
• Division of work using specialized skills and availability to perform work;
• Authority given to perform work;
MANAGEMENT ELEMENTS

• Responsibility to perform work appropriately assigned based on such

attributes as skill and experience;
• Discipline of action (e.g., respect for authority, people, and rules);
• Unity of command (e.g., only one person gives orders for any action or
activity to an individual);
• Unity of direction (e.g., one plan and one head for a group of activities
with the same objective);
• General goals of the organization take precedence over individual goals;
• Paid fairly for work performed
• Optimal use of resources;
MANAGEMENT ELEMENTS

• Clear communication channels;

• Right materials to the right person for the right job at the right time;
• Fair and equal treatment of people in the workplace;
• Clear security of work positions;
• Safety of people in the workplace;
• Open contribution to planning and execution by each person; and
• Optimal morale.
ORGANIZATIONAL GOVERNANCE FRAMEWORK

Recent PMI research reveals that governance refers to organizational

or structural arrangements at all levels of an organization designed to
determine and influence the behavior of the organization’s members.

This research suggests that the concept of governance is

multidimensional and:

• Includes consideration of people, roles, structures, and policies; and

• Requires providing direction and oversight through data and feedback.
GOVERNANCE FRAMEWORK

This framework HOW

includes 1. Objectives of the
1. Policies, organization are set and
2. Procedures, achieved,
3. Norms, INFLUENCES 2. Risk is monitored and
4. Relationships, assessed, and
5. Systems, and 3. Performance is optimized
6. Processes
ORGANIZATION STRUCTURE

Determination of the appropriate organizational structure type is a

result of the study of tradeoffs between two key variables. The variables
are the organizational structure types available for use and how to
optimize them for a given organization. There is not a one-size-fits-all
structure for any given organization. The final structure for a given
organization is unique due to the numerous variables to be considered
FACTORS IN ORGANIZATION STRUCTURE SELECTION
• Degree of alignment with organizational objectives,
• Specialization capabilities,
• Span of control, efficiency, and effectiveness,
• Clear path for escalation of decisions,
• Clear line and scope of authority,
• Delegation capabilities, Accountability assignment & Responsibility
assignment,
• Adaptability of design & Simplicity of design,,
• Cost considerations & Efficiency of performance
• Physical locations and
• Clear communication
PMO

A project management office (PMO) is an organizational structure

that standardizes the project-related governance processes and facilitates
the sharing of resources, methodologies, tools, and techniques. The
responsibilities of a PMO can range from providing project management
support functions to the direct management of one or more projects.

SUPPORTIVE CONTROLLING DIRECTIVE

SUPPORTIVE PMO

• Supportive PMOs provide a consultative role to projects by

supplying templates, best practices, training, access to
information, and lessons learned from other projects. This type
of PMO serves as a project repository.

• The degree of control provided by the PMO is low

CONTROLLING PMO

• Controlling PMOs provide support and require compliance

through various means.
• The degree of control provided by the PMO is moderate.
• Compliance may involve:
• Adoption of project management frameworks or
methodologies;
• Use of specific templates, forms, and tools; and
• Conformance to governance frameworks.
DIRECTIVE PMO

• Directive PMOs take control of the projects by directly

managing the projects. Project managers are assigned by and
report to the PMO.
• The degree of control provided by the PMO is high
A PMO may have the authority to act as an integral stakeholder
and a key decision maker throughout the life of each project in
order to keep it aligned with the business objectives.

The PMO may:

• Make recommendations,
• Lead knowledge transfer,
• Terminate projects, and
• Take other actions, as required
• A primary function of a PMO is to support project managers in a
variety of ways, which may include but are not limited to:
• Managing shared resources across all projects administered by the
PMO;
• Identifying and developing project management methodology, best
practices, and standards;
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management standards, policies,
procedures, and templates by means of project audits;
• Developing and managing project policies, procedures, templates,
and other shared documentation (organizational process assets); and
• Coordinating communication across projects
PROJECT MANAGER ROLES
The role of a project manager is distinct from that of a functional
manager or operations manager. Typically, the functional manager focuses
on providing management oversight for a functional or business unit.
Operations managers are responsible for ensuring that business operations
are efficient. The project manager is the person assigned by the performing
organization to lead the team that is responsible for achieving the project
objectives

Membership Responsibility Knowledge

and roles for team and skills
PROJECT MANAGER SPHERE OF INFLUENCE
PROJECT
The ability to communicate with stakeholders, including the team and
sponsors applies across multiple aspects of the project including, but not
limited to, the following:
• Developing finely tuned skills using multiple methods (e.g., verbal,
written, and nonverbal);

• Creating, maintaining, and adhering to communications plans and

schedules;

• Communicating predictably and consistently;

• Seeking to understand the project stakeholders’ communication needs

(communication may be the only deliverable that some stakeholders
received until the project’s end product or service is completed);
• Making communications concise, clear, complete, simple, relevant, and
tailored;

• Including important positive and negative news;

• Incorporating feedback channels; and

• Relationship skills involving the development of extensive networks of

people throughout the project manager’s spheres of influence. These
networks include formal networks such as organizational reporting
structures.
THE ORGANISATION

The project manager proactively interacts with other project

managers. Other independent projects or projects that are part of the
same program may impact a project due to but not limited to the
following:

• Demands on the same resources,

• Priorities of funding,
• Receipt or distribution of deliverables, and
• Alignment of project goals and objectives with those of the organization.
The project manager also works to:

• Demonstrate the value of project management,

• Increase acceptance of project management in the organization, and
• Advance the efficacy of the PMO when one exists in the organization.

Depending on the organizational structure, a project manager may report

to a functional manager. In other cases, a project manager may be one of
several project managers who report to a PMO or a portfolio or program
manager who is ultimately responsible for one or more organization-wide
projects.
The project manager works closely with all relevant managers to achieve
the project objectives and to ensure the project management plan aligns
with the portfolio or program plan. The project manager also works closely
and in collaboration with other roles, such as organizational managers,
subject matter experts, and those involved with business analysis. In some
situations, the project manager may be an external consultant placed in a
temporary management role.
THE INDUSTRY
The project manager stays informed about current industry trends.
The project manager takes this information and sees how it may impact or
apply to the current projects. These trends include but are not limited to:
• Product and technology development;
• New and changing market niches;
• Standards (e.g., project management, quality management, information
security management);
• Technical support tools;
• Economic forces that impact the immediate project;
• Influences affecting the project management discipline; and
• Process improvement and sustainability strategies.
PROFESSIONAL DISCIPLINE
Continuing knowledge transfer and integration is very important for
the project manager. This professional development is ongoing in the
project management profession and in other areas where the project
manager maintains subject matter expertise. This knowledge transfer and
integration includes but is not limited to:

• Contribution of knowledge and expertise to others within the profession

at the local, national, and global levels (e.g., communities of practice,
international organizations); and

• Participation in training, continuing education, and development:

• In the project management profession (e.g., universities, PMI);
• In a related profession (e.g., systems engineering, configuration management);
and
• In other professions (e.g., information technology, aerospace).
PROJECT MANAGER SPHERE OF INFLUENCE
LEADERSHIP STYLES
Project managers may lead their teams in many ways. The style a
project manager selects may be a personal preference, or the result of the
combination of multiple factors associated with the project. The style a
project manager uses may change over time based on the factors in play.
Major factors to consider include but are not limited to:

• Leader characteristics (e.g., attitudes, moods, needs, values, ethics);

• Team member characteristics (e.g., attitudes, moods, needs, values, ethics);
• Organizational characteristics (e.g., its purpose, structure, and type of work
performed); and
• Environmental characteristics (e.g., social situation, economic state, and political
elements).
LEADERSHIP STYLES

Research describes numerous leadership styles that a project manager can

adopt. Some of the most common examples of these styles include but are
not limited to:

• Laissez-faire (e.g., allowing the team to make their own decisions and
establish their own goals, also referred to as taking a hands-off style);

• Transactional (e.g., focus on goals, feedback, and accomplishment to

determine rewards; management by exception);
LEADERSHIP STYLES
• Servant leader (e.g., demonstrates commitment to serve and put other
people first; focuses on other people’s growth, learning, development,
autonomy, and well-being; concentrates on relationships, community and
collaboration; leadership is secondary and emerges after service);

• Transformational (e.g., empowering followers through idealized

attributes and behaviors, inspirational motivation, encouragement for
innovation and creativity, and individual consideration);

• Charismatic (e.g., able to inspire; is high-energy, enthusiastic, self-

confident; holds strong convictions); and

• Interactional (e.g., a combination of transactional, transformational, and

charismatic).
END OF PART 1