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PMI provides generally recognized good practices for processes, applications, skills, tools, and techniques to enhance the chances of success over a wide range of projects This, however, does not mean the knowledge should always be applied uniformly across all projects PMI offers a standard vocabulary for discussing, writing, and applying project management concepts Having a globally recognized standard in terms, methods, and processes is an essential element of a professional discipline such as project management Several recommended standards can be found in the PMBOK and in some of the inputs of many of the processes Earlier we discussed enterprise environmental factors and how they must be considered as inputs to most all processes (especially the planning processes) Another key input that needs to be considered as an input to most all processes is organizational process assets This is where standard processes reside The organization s processes and procedures for conducting work include the following standards:

With three capacities of time constant 7,

SIGN()

Organizational standard processes such as company polices (safety and health, ethics, project management policy, standard project audits, and quality policies) Standard guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria Standard templates (Risk Breakdown Structure, Work Breakdown Structure, project schedule network diagrams, and contract templates) Communication requirements and guidelines Change control procedures and approvers (including how project documents will be modified) Risk control procedures (including risk categories, probability definition, and impact analysis)

A Guide to the Project Management Body of Knowledge (PMBOK Guide) is a collection of processes and knowledge areas generally accepted as best practices within the project management discipline It is also an internationally recognized standard (IEEE Standard 1490-2003) that provides the fundamentals of project management, regardless of the type of project being managed construction, hardware/product development, software development, engineering, aviation, automotive, and so on

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You might use SIGN() to help you identify positive and negative numbers in a pivot table The function returns a zero for zero values The example uses the Products table

Table 3-1 maps the 42 PMBOK processes to both the nine knowledge areas (in the first column) and the five process groups (across the top of the table)

Tl - = 7 72 5.0503

=SIGN(Products[UnitsInStock]-Products[ReorderLevel])

Each process is identified by its PMBOK chapter and section number For example, 41 is the Develop Project Charter process, which is discussed in 4 of the PMBOK and is the first process in the Project Integration Management knowledge area

.

If you scroll down to Nord-Ost Matjeshering, it looks as if we forgot to place an order with our supplier!

To see the importance of planning a project, simply look at the number of planning processes in the PMBOK As previously mentioned, the majority (20 of 42) of the processes are planning processes In the real world, projects are far too often managed with little, if any, planning We are lucky if we get three hours (much less three days or three weeks) of actual planning before we begin the work of a project This, in my opinion, is due to current culture (especially in the United States) where we have grown to expect instant gratification Between watching the problems of the universe being solved in a 30-minute television show and the wonders of modern technology (phones that play music; take pictures; receive up-to-the-minute sports scores, traffic, and weather forecasts; and use global navigation systems), it is no wonder we have little or no patience We are multiplexing our way into loss of sleep, frustration, accidents, and potentially death Empirical proof shows that our cultural changes and distractions (in the interest of improved productivity) are hazardous to our health The following is from an article titled, Drivers on Cell Phones Kill Thousands, Snarl Traffic, by Robert Roy Britt, posted at LiveSciencecom: Cell phone distraction causes 2,600 deaths and 330,000 injuries in the United States every year, according to the journal s publisher, the Human Factors and Ergonomics Society The reason is now obvious: Drivers talking on cell phones were 18 percent slower to react to brake lights, the new study found In a minor bright note, they also kept a 12 percent greater following distance But they also took 17 percent longer to regain the speed they lost when they braked That frustrates everyone Once drivers on cell phones hit the brakes, it takes them longer to get back into the normal flow of traffic, [David] Strayer said The net result is they are impeding the overall flow of traffic [3].

SQRT()

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