Gestion De Proyectos

THE PROJECT
MANAGEMENT FRAMEWORK
1. Introduction
2. The Project Management Context
3. Project Management Processes

©1996 Project Management Institute, 130 South State Road, Upper Darby, PA 19082 USA

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INTRODUCTION
The Project Management Body of Knowledge (PMBOK) is an inclusive term that describes the sum of knowledge within the profession of project management.As with
other professions such as law, medicine, and accounting, the body of knowledge rests
with the practitioners and academics who apply and advance it. The full PMBOK includes knowledge of proven, traditional practices which are widely applied as well as
knowledge of innovative and advanced practices which have seen more limited use.
This chapter defines and explains several key terms andprovides an overview of
the rest of the document. It includes the following major sections:

1.1
1.2
1.3
1.4
1.5

Purpose of this Document
What is a Project?
What is Project Management?
Relationship to Other Management Disciplines
Related Endeavors

1.1 PURPOSE OF THIS DOCUMENT

The primary purpose of this document is to identify and describe that subset of the
PMBOK which isgenerally accepted. Generally accepted means that the knowledge
and practices described are applicable to most projects most of the time, and that
there is widespread consensus about their value and usefulness. Generally accepted
does not mean that the knowledge and practices described are or should be applied
uniformly on all projects; the project management team is always responsible fordetermining what is appropriate for any given project.
This document is also intended to provide a common lexicon within the profession for talking about project management. Project management is a relatively young
profession, and while there is substantial commonality around what is done, there is
relatively little commonality in the terms used.
This document provides a basic reference for anyoneinterested in the profession
of project management. This includes, but is not limited to:
• Project managers and other project team members.
• Managers of project managers.
• Project customers and other project stakeholders.
• Functional managers with employees assigned to project teams.
• Educators teaching project management and related subjects.
• Consultants and other specialists inproject management and related fields.
• Trainers developing project management educational programs.
As a basic reference, this document is neither comprehensive nor all-inclusive. Appendix E discusses application area extensions while Appendix F lists sources of further information on project management.

©1996 Project Management Institute, 130 South State Road, Upper Darby, PA 19082 USA

11.1
Purpose of this
Document
1.2
What is a Project?
1.3
What is Project
Management?
1.4
Relationship to
Other Management
Disciplines
1.5
Related Endeavors

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1.2

A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE
This document is also used by the Project Management Institute to provide a
consistent structure for its professional development programs including:
•Certification of Project Management Professionals (PMPs).
• Accreditation of degree-granting educational programs in project management.

1.2 WHAT IS A PROJECT?

Organizations perform work. Work generally involves either operations or projects,
although the two may overlap. Operations and projects share many characteristics;
for example, they are:
• Performed by people.
• Constrained by limitedresources.
• Planned, executed, and controlled.
Operations and projects differ primarily in that operations are ongoing and
repetitive while projects are temporary and unique. A project can thus be defined in
terms of its distinctive characteristics—a project is a temporary endeavor undertaken to create a unique product or service. Temporary means that every project has a
definite beginning...