Beruflich Dokumente
Kultur Dokumente
Pemep
Pemep Proyectos
www.pemepe.com.ar
AGENDA
Misin
Criterio de finalizacin
Supuestos
Detalle de Hitos
Restricciones
Entregables:
CAPITULO 1-12
Revisiones QC
Anverso y Reverso
OBS
Pemep
Pemep Proyectos
www.pemepe.com.ar
Misin
La tarea del equipo de proyectos es actualizar y mejorar la
Guide to the Project Management Body of Knowledge
(PMBOK Guide)Fourth Edition
30-Nov-12
Juan Carlos Gonzlez, PMP, ITIL
Pemep
Pemep Proyectos
www.pemepe.com.ar
3
3
Pemep
Pemep Proyectos
www.pemepe.com.ar
Pemep
Pemep Proyectos
www.pemepe.com.ar
Supuestos
El desarrollo de la ISO 21500 se alinear con los
cronogramas de actualizacin permitiendo manejar
las relaciones entre los dos estandares
Aunque los contenidos necesitan actualizacin, los
conceptos y las estructuras del estndar actual
son vlidos y no necesitan un retrabajo importante.
Todos los esfuerzos sern hechos buscando
participacin global y una representacin
balanceado de todos los sectores.
Juan Carlos Gonzlez, PMP, ITIL
Pemep
Pemep Proyectos
www.pemepe.com.ar
Restricciones
El Exposure Draft, las aprobaciones, ediciones, y
procesos de publicacin tiene plazos y el proyecto ser
fuertemente controlado para que cumpla los
cronogramas.
La cantidad de pginas no debe exceder las 500;
el cuerpo del Estandar (actualmente el cpitulo 3) no
debe exceder las 50 pginas.
Pemep
Pemep Proyectos
www.pemepe.com.ar
Pemep
Pemep Proyectos
www.pemepe.com.ar
Pemep
Pemep Proyectos
www.pemepe.com.ar
Entregables: Revisiones QC
QC 1 Comentarios Diferidos
QC 2 Borrador Inicial &
recomendaciones ISO
QC 3 Borrador final (ED)
QC 4 Revisin final
Juan Carlos Gonzlez, PMP, ITIL
Pemep
Pemep Proyectos
www.pemepe.com.ar
10
Pemep
Pemep Proyectos
www.pemepe.com.ar
11
Pemep
Pemep Proyectos
www.pemepe.com.ar
12
Pemep
Pemep Proyectos
www.pemepe.com.ar
13
Pemep
Pemep Proyectos
www.pemepe.com.ar
14
Criterio de finalizacin
La obra se completa cuando:
Todos los comentarios del
ED han sido adjudicados
Las lecciones aprendidas
han sido completadas
Y cualquier informacin
adicional requerida por el
Administrador de Proyectos se
ha completado.
Presentation
Title
Juan Carlos Gonzlez,
PMP, ITIL
Pemep
Pemep Proyectos
www.pemepe.com.ar
15
Calendario
2010
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
2011
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
2012
Jan
Feb
Exposure Draft
Mar
Apr
Adjudication
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Finalization
Final Draft Submitted to PMI
PMBOK Guide Fifth Edition published
PMI is a registered trade and service mark of the Project Management Institute, Inc.
2010Permission is granted to PMI for PMI Marketplace use only
Pemep
Pemep Proyectos
www.pemepe.com.ar
16
17-08-10
Pemep
Pemep Proyectos
www.pemepe.com.ar
17
27-10-10
Dear team,
I've spent some time trying to enhance somehow the spreadsheet sent by
Juan Carlos, but I must confess, It was impossible !
The only way I can make some changes is, maybe to change the fonts or the
color !!!
The information is very well structured and covers the formulas and the
needed explanations in a very clear and easy-to-understand way !
So, I give up and let the file as Juan Carlos sent it !
Regards,
Juan Carlos Gonzlez, PMP, ITIL
Pemep
Pemep Proyectos
www.pemepe.com.ar
18
Pemep
Pemep Proyectos
www.pemepe.com.ar
04-11-10
EV tables
Juan Carlos,
Attached are two versions of your Earned Value Table.
Because I would like to use your table in a program that I teach, I continued to edit
it (and to put your name as original author at the top).
May I have your permission to use this table in my PMP Prep program?
Thanks again for sharing the original table. I think both our Chapter 7 and my
students will be better off because of your table.
Regards,
Jack
Pemep
Pemep Proyectos
www.pemepe.com.ar
20
07-12-10
PMBOK(R) Fifth Edition - Team Communication
Congratulations, Team!
In discussions with Dave and Joe, we can confidently state that we have made
substantial progress on a much improved, updated version of the PMBOK Guide.
In our experience, we believe we are setting a new benchmark when it comes to pace,
thoroughness, and productivity for PMI Standards teams. Specifically:
Great effort in completing the review of the Fourth Edition comments
o 749 Fourth Edition deferred comments
o 226 Fourth Edition post publication comments
o 975 total comments reviewed/adjudicated
o Total of 508 of these comments were accepted or accepted with modification for
inclusion in the Fifth Edition update
Juan Carlos Gonzlez, PMP, ITIL
Pemep
Pemep Proyectos
www.pemepe.com.ar
21
07-12-10
New structure recommendation submitted for PMBOK Guide Fifth Edition to include:
o Separating Project Stakeholder Management from Communications into a new
chapter specifically dealing with stakeholder expectations
o The current PMBOK Guide Fourth Edition chapter 3 is being moved into an
appendix in the PMBOK Guide Fifth Edition and is being re-titled to The Standard for
Project Management of a Project
o A new Chapter 3 will be developed intended to bridge the content between chapters
1 & 2 and the knowledge area chapters
o Three new planning processes - Plan Scope Management, Plan Schedule
Management, Plan Cost Management
Pemep
Pemep Proyectos
www.pemepe.com.ar
22
10-03-11
Re: Chap 7 - suggestion of Cost Management Plan
Dear Chap 7 Team,
We have approved all the changes except for the Kishan proposal for
the definition of 7.1.3.1 Cost Management Plan. Manuela and Carlos
have note yet voted.
I have not made up my mind about that, but I will vote TOMORROW MORNING.!
Pemep
Pemep Proyectos
www.pemepe.com.ar
23
Pemep
Proyectos
Pemep
Pemep
Proyectos
Pemep
www.pemepe.com.ar
www.pemepe.com.ar
24
11-03-11
In regards to extra time: From the Core Team meeting yesterday we were
pressed on keeping the milestone for submitting the final draft of the revised
chapter today. They would not be interested in our taking additional time for
changing a process name ("7.3 Determine Budget" to "7.3 Determine Cost
Baseline.") at this time.
I cant tell you why the process was called Determine Budget (other than for
the Fourth Edition we used Verb/Noun to rename processes) and not develop
cost baseline in the first place. In the 2000 version it was Cost Budgeting
and the only output was the Cost Baseline. I think budget is a term that
most people recognize and budget is commonly used, hence it was used in
the PMBOK Guide. Budget is also related to other PM terms such as BAC,
and the old terms BCWP, and BCWS.
Pemep
Pemep Proyectos
www.pemepe.com.ar
25
05-08-11
All,
Congratulations!
I wanted to let everyone know weve received approval of our recommended
Baseline2 changes for the PMBOK Guide Fifth Edition update. We received
this approval with the feedback that the Standards MAG found the baseline2
recommendations reasonable and well considered. This is a significant
accomplishment and I wanted to take time to thank everyone for the hard work put
forth in getting us to this point. If you have not reviewed the Baseline2
recommended changes, these can be found on the Kavi site under the PMBOK
Guide 5th Edition group (link:
http://standards.pmi.org/apps/org/workgroup/pmbok_guide_5th/download.php/334
7/latest). This approval gives us the go ahead to finalize the content for the update
and incorporate all of the recommended changes put forth in our Baseline2.
Dave Violette, PMP
Chair PMBOK Guide Fifth Edition Update Committee
Juan Carlos Gonzlez, PMP, ITIL
Pemep
Pemep Proyectos
www.pemepe.com.ar
26
17-10-11
[[PMI Standards]pmbok_guide_5th] [PMBOK5] Another milestone met!
Congratulations to the entire team!
This morning the Fifth Edition update met another major milestone. Weve turned over
the draft of the Fifth Edition update to PMI for final clean-up/compilation to hand
over to the PMI Standards MAG. Over the next 2-3 weeks, the PMI editorial staff will do
one last editorial review and compilation of the document. After that it goes to the PMI
Standards MAG for their review and vote on whether the draft is ready to move to the
Exposure Draft stage. We should hear back from the MAG regarding by early
December whether there are any adjustments needed for the draft text prior to finalizing
the document for Exposure Draft.
Dave Violette, PMP
Chair PMBOK Guide Fifth Edition Update Committee
Pemep
Pemep Proyectos
www.pemepe.com.ar
27
17-10-11
[[PMI Standards]pmbok_guide_5th] [PMBOK5] Another milestone met!
Our next big milestone is to get our glossary finalized. With the Exposure Draft for
the PMBOK Guide Fifth Edition, we will also be exposing the glossary
terms. Reviewers for the Exposure Draft will be given the opportunity to comment
on terms contained within the glossary.
To reach this milestone, each chapter working group needs to review the Fourth Edition
glossary to ensure all of the definitions needed to support the Fifth Edition are
incorporated into the glossary. The glossary should contain the following types of terms:
Definitions for each Project Management Process Input, Tool & Technique, and
Output
Other terms used in the text of the Fifth Edition update that need to be defined in
context of their usage in the Fifth Edition
Juan Carlos Gonzlez, PMP, ITIL
Pemep
Pemep Proyectos
www.pemepe.com.ar
28
17-01-12
Getting Ready to Work
Dear Chap 7 Team,
You probably know that the PMBOK 5th Review Draft will be out in February for
comments and that we will have 5 weeks from March 20, when comments close, until
April 28, when we must have "adjudicated" ever comment on our Chapter.
So it seems like a wise thing to make a point of *carefully reading our Chapter 7*
when it comes out in the draft.
if we have a lot of comments we may want to divide them among ourselves.
if we do divide them, we may each want to be a specialist in a part of the chapter.
So after you read Chapter 7, please consider what part you might want to handle
comments on.
For example, i'd be willing to do all the earned-value questions that occur in 7.4.2
Control Costs: Tools and Techniques.
Regards,
Jack
Juan Carlos Gonzlez, PMP, ITIL
Pemep
Pemep Proyectos
www.pemepe.com.ar
29
23-02-12
Chapter 7 PMBOK News
Dear Chap 7 Team,
Some other interesting news.
1. It looks like our Chapter will have only about 1-200 comments.
comments
2. After we vote individually, we will be able to discuss our votes as a team.
So...rest up and get ready for the end of March. Happy to answer any
questions
that you have.
Regards,
Jack
Juan Carlos Gonzlez, PMP, ITIL
Pemep
Pemep Proyectos
www.pemepe.com.ar
30
18-06-12
Pemep
Pemep Proyectos
www.pemepe.com.ar
31
19-09-12
Pemep
Pemep Proyectos
www.pemepe.com.ar
32
12-10-12
Pemep
Pemep Proyectos
www.pemepe.com.ar
33
WORKFLOW DE REPORTES
4.3 Dirigir y Gestionar la
Ejecucin del Proyecto
8.2 Realizar el
Aseguramiento de
la Calidad
10.5 Informar el
Desempeo
(Report
Performance)
Pemep
Pemep Proyectos
www.pemepe.com.ar
34
Pemep
Pemep Proyectos
www.pemepe.com.ar
35
Pemep
Pemep Proyectos
www.pemepe.com.ar
36
Son Entradas todos los documentos que sean claves para el proceso.
En las Salidas, los documentos se referencian cuando son creados como Salida.
A partir de all se referencian como Project Document Updates en la Salida, y se
describen en la narrativa del captulo.
Pemep
Pemep Proyectos
www.pemepe.com.ar
37
Si los Planes Subsidiarios y las Lneas Base se usan como una entrada fundamental
en el proceso, entonces se explicitan.
Para los procesos que crean un Plan Subisidiario, el Project Management Plan se
lista como una entrada clave.
En la Salida los Planes Subsidiarios y las Lneas Base se agrupan como Project
Management Plan Updates, y se describen en la narrativa del captulo.
Procesos de Control
Pemep
Pemep Proyectos
www.pemepe.com.ar
38
Pemep
Pemep Proyectos
www.pemepe.com.ar
39
Se expandi el
universo de
Stakeholders,
incluyendo
explicitamente
ahora a los
llamados
"Operational
Stakeholders"
Pemep
Pemep Proyectos
www.pemepe.com.ar
40
PMBOK V5.0
PMBOK V4.0
Diferencia
Inicio
Planificacin
24
20
+4
Ejecucin
Monitoreo &
Control
11
10
+1
Cierre
Total
47
42
+5
Pemep
Pemep Proyectos
www.pemepe.com.ar
41
PROCESOS
PMBOK V5 vs PMBOK V4
rea de Conocimiento
Entran
Salen
Delta
Integracin
Alcance
+1
Tiempo
+1
Costo
+1
Calidad
Recursos Humanos
IDENTIFY STAKEHOLDERS
MANAGE COMMUNICATIONS
Comunicaciones
CONTROL COMMUNICATIONS
DISTRIBUTE INFORMATION
MANAGE STAKEHOLDER
EXPECTATIONS
-2
REPORT PERFORMANCE
Riesgos
Adquisiciones
IDENTIFY STAKEHOLDERS
PLAN STAKEHOLDERS MANAGEMENT
Interesados
Pemep
Proyectos
PemepENGAGEMENT
CONTROL STAKEHOLDERS
www.pemepe.com.ar
Juan Carlos Gonzlez, PMP, ITIL
+4
42
Integration Management
Pemep
Pemep Proyectos
www.pemepe.com.ar
43
Scope Management
Pemep
Pemep Proyectos
www.pemepe.com.ar
44
Time Management
Pemep
Pemep Proyectos
www.pemepe.com.ar
45
Cost Management
Pemep
Pemep Proyectos
www.pemepe.com.ar
46
Quality Management
Pemep
Pemep Proyectos
www.pemepe.com.ar
47
Pemep
Pemep Proyectos
www.pemepe.com.ar
48
10
Communications Management
Pemep
Pemep Proyectos
www.pemepe.com.ar
49
11
Risk Management
Pemep
Pemep Proyectos
www.pemepe.com.ar
50
12
Procurement Management
Pemep
Pemep Proyectos
www.pemepe.com.ar
51
13
Stakeholder Management
Pemep
Pemep Proyectos
www.pemepe.com.ar
52
PMP
31/Julio/2013
CAPM
31/Julio/2013
PMI-SP
31/Agosto/2013
PMI-RMP
31/Agosto/2013
PgMP
31/Julio/2013
Pemep
Pemep Proyectos
www.pemepe.com.ar
53
Pemep
Pemep Proyectos
www.pemepe.com.ar
54
Muchas gracias a
todos por su
atencin
Juan Carlos Gonzlez, PMP, ITIL
Pemep
Pemep Proyectos
www.pemepe.com.ar
55