I translated the PMBoK Guide into an MS Project compatible database. At the bottom of this page there are the two MS Project type files that I created for you to download. They are based on "A Guide to the Project Management Body of Knowledge (PMBOK Guide), Fourth Edition" 5/4/09. The *.xml attachment below can be opened by MS Project 2003 or later.
This is a result of an exercise I did to better understand the PMBoK Guide. I have found that transposition is a valuable technique to provide insight into processes and methods. Helps find errors too.
You can use this as a study aid, or to help you integrate PMBoK into your project plans.
Bug alert: When I opened the XML file using MS Project 2007, it reported that the last task has a circular relationship problem. It does not have a circular problem. It did this regardless of what the last task was when I tested it. Ignore the warning, it is a bug.
If you do not have MS Project, the (.pod) file can be opened using Sourceforge Open Project, a free project planning tool that is similar to MS Project. It is basic, but looks and works pretty much the same as MS Project. Get it here, if you do not have MS Project, and use the *.pod file below to view the results.
Just want to pass the test? Check this site: RMC Learning Solutions.
I broke out all processes and tasks as the document specified, with two additions at the top of the plan.
The first block of tasks I have called "Start Information", and consists of the data that comes from outside the project at kickoff.
The second block "In Process Documents", are the project documentation referenced by the standard, but are not created by any of the processes.
All the processes create products (outputs). These products are the inputs to other processes. So the processes only have predecessors, and the products only have successors, in pretty much every case. This follows the standard. I made a few exceptions, but it pretty much worked.
Below are my observations as a result of the breakdown by task and link. The files are at the bottom of the page as attachments.
The PMBoK guide has some circular relationships, by Gantt charting conventions. This is because some tasks have feedback loops to implement updates based on results.
I have accounted for these in the Notes field when they have occurred, and removed the links from the file. If you are familiar with Gantt charting, you have come across this sort of thing before, and probably have your own method to deal with this type of feedback loop.
Below is a circular relationship example from the standard.
Estimate Costs Precedes
Activity Cost Estimates, which Precedes
Identify Risks, which Precedes
Risk Register, which Precedes
Estimate Costs, which creates a circular reference, and your Gantt planning tool should flag an error.
Other Circular Relationships:
Plan Quality and Identify Risks
Resource Calendars
These are identified in the notes fields of the affected tasks.
Some links are either missing from the I/O diagrams and only referenced in the text or in the Flow Diagrams. I added the ones below, based on context or drawings.
WBS – should drive the Scope baseline, per Figure 4.5, page 79. Added link.
WBS Dictionary – should drive the scope baseline, per Figure 4.5, page 79. Added link.
Quality Management Plan - drives Perform Quality Assurance, per Figure 8-9, page 202. Added link.
Procurement Management Plan - Drives Conduct Procurements, Figure 12-5, Page 329. Added link.
Process Improvement Plan - drives Perform Quality Assurance, per Figure 8-9, page 202. Added link.
Requirements Management Plan - used to control Scope 5.5, page 127. Added link.
Procurement Resource Calendars should drive Procurement Contract Awards - Added link.
Selected Sellers – Drives the Procurement Contract awards, from context, added link.
Procurement Statements of Work – Should drive Administer Procurements, there is nothing to administer without a SOW. Added link.
The Procurement SoWs could drive contract awards – but sometimes the SoW is after award, like if the vendor bids her standard product, and you adapt your solution to it.
Procurement Statements of Work also drives Project Documents from text. PMBoK does not differentiate between incoming contract documents from your customer and stakeholders, and outgoing project documents to subcontractors and work products. I have to think about this, to me they are very separate and should be treated very differently. I have identified them separately in the files below.
These products do drive something in the real world, or else you would not be doing them. However, in the PMBoK spec, I could not find any process they affect.
Resource Breakdown Structure - this appears to be a tool for understanding, not sure what it drives.
Basis of Estimates – Should drive Fact Finding, or Scope. Fact finding is pretty important, but is not mentioned by PMBoK.
Schedule Data – should drive something – earned value, plan?
These don't drive anything in the PMBoK guide:
Validated changes
Closed Procurements
Final Product
In the real world, these would drive progress payments. Getting your customers to pay you can take a bit of effort sometimes. But progress payments are not mentioned in PMBok.
Performance Reports and Work Performance reports – I think they are the same thing, but I broke them out as the document referenced.
3.6.3 Verify Scope – Validated Deliverables. Should be: Deliverables Ready for Validation
Scope Management Plan is referred to on page 103 and 126, but not really linked.