A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition¶
Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition.
Cited by¶
21 citations across 21 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Backcasting
- Backcasting can be formalized as a constraint-satisfaction problem operating on a state space, a framing consistent with the work-back scheduling logic codified in the Project Management Institute's PMBOK Guide (2017).
This sourceProject Management Institute. Codifies critical-path method, schedule management, float, and milestone-dependency mapping as standard practice; provides the formal vocabulary for treating backcasting as constraint-satisfaction over a precedence-ordered task graph.
- Backcasting can be formalized as a constraint-satisfaction problem operating on a state space, a framing consistent with the work-back scheduling logic codified in the Project Management Institute's PMBOK Guide (2017).
- Resource Management
- Resource-management reasoning is systematic and iterative; the PMBOK Guide (PMI, 2017) codifies an analogous plan-resources / estimate-activity-resources / acquire-resources / control-resources lifecycle for project work.
This sourceProject Management Institute. Standard project-management reference codifying plan-resources, estimate-activity-resources, acquire-resources, and control-resources processes as a structured resource-management lifecycle.
- Resource-management reasoning is systematic and iterative; the PMBOK Guide (PMI, 2017) codifies an analogous plan-resources / estimate-activity-resources / acquire-resources / control-resources lifecycle for project work.
Domain-specific¶
- Gold Plating
- Gold plating is the project and delivery anti-pattern in which the producing team unilaterally adds quality, features, technical polish, or scope beyond what the agreed requirements specify — typically motivated by craft pride, anticipation of unstated client wants, or local optimization toward a personal quality standard
This sourceDefines project scope management and names gold plating as the addition of extra features or quality beyond the agreed requirements, warning against it as an unauthorised scope expansion. Defines scope creep as uncontrolled expansion of product or project scope without adjustments to time, cost and resources, and distinguishes it from gold plating as an addition originating with the producer.
- Gold plating is the project and delivery anti-pattern in which the producing team unilaterally adds quality, features, technical polish, or scope beyond what the agreed requirements specify — typically motivated by craft pride, anticipation of unstated client wants, or local optimization toward a personal quality standard
- Unity-of-Command Breakdown
- Mature matrix organizations pre-empt it with RACI charts and explicit charters that assign, for each decision type, exactly one "Accountable" party
This sourceThe RACI responsibility-assignment matrix and its rule of exactly one accountable party per item.
- Mature matrix organizations pre-empt it with RACI charts and explicit charters that assign, for each decision type, exactly one "Accountable" party
Mechanisms¶
- Belief Premise Register
- … memory: it stops confidence and scope caveats from being stripped away as beliefs travel downstream, and it converts "we assumed that" from a post-mortem lament into a live, owned, dated record — much as an engineering or project assumption register keeps a plan's load-bearing premises explicit and revisitable.
This sourceDefines the project assumption log as the record of assumptions and constraints maintained across the project life cycle, keeping planning premises explicit and available for later review and update.
- … memory: it stops confidence and scope caveats from being stripped away as beliefs travel downstream, and it converts "we assumed that" from a post-mortem lament into a live, owned, dated record — much as an engineering or project assumption register keeps a plan's load-bearing premises explicit and revisitable.
- Coordination Protocol
- The guard is to keep tight coordination local, justified, and reviewable, push decision rights close to the work, and prune any step that does not change an outcome — a discipline that maps cleanly onto naming roles with a scheme like RACI
This sourceDefines RACI as a responsibility-assignment approach that names roles so accountability is explicit.
- The guard is to keep tight coordination local, justified, and reviewable, push decision rights close to the work, and prune any step that does not change an outcome — a discipline that maps cleanly onto naming roles with a scheme like RACI
- Critical Path Analysis
- The classic misuse is managing to the original critical path after the world has moved: as tasks finish early or late, the true critical path migrates to another chain, and a team still guarding last month's chain guards the wrong one.
This sourceRequires schedule control to recalculate the network from actual progress because the critical path can change as the schedule changes.
- The classic misuse is managing to the original critical path after the world has moved: as tasks finish early or late, the true critical path migrates to another chain, and a team still guarding last month's chain guards the wrong one.
- Decision Stall Register
- It is a close cousin of the risk register long standard in project management — the same move of forcing diffuse, deniable worries into a single owned, reviewed list.
This sourceProject management uses a risk register as a maintained repository for identified risks and their assigned responses or owners.
- It is a close cousin of the risk register long standard in project management — the same move of forcing diffuse, deniable worries into a single owned, reviewed list.
- Done-at-Eighty-Percent Demo
- Its strength is that it turns "when do we stop polishing?" from a guess into an observed reaction, attacking gold-plating — delivering beyond what the customer asked for — at the exact moment before the costliest increment is spent.
This sourceDefines gold plating as adding features or work beyond the customer’s agreed requirements.
- Its strength is that it turns "when do we stop polishing?" from a guess into an observed reaction, attacking gold-plating — delivering beyond what the customer asked for — at the exact moment before the costliest increment is spent.
- Exception Budget
- The idea mirrors a management reserve — a deliberately set-aside contingency the plan does not pretend it won't need.
This sourceDefines management reserve as budget held outside the performance baseline for unforeseen work within project scope.
- The idea mirrors a management reserve — a deliberately set-aside contingency the plan does not pretend it won't need.
- Opportunity Exposure Register
- Borrowing the discipline of the risk register
This sourceUses a risk register as the maintained record for identified project risks.
- Borrowing the discipline of the risk register
- Ownership Assignment Matrix
- It scales far better than mediation when the territory is genuinely separable, which is why responsibility grids like the RACI matrix are a standard organizing tool.
This sourcePresents RACI as a responsibility-assignment-matrix format used to organize and clarify project roles and responsibilities.
- It scales far better than mediation when the territory is genuinely separable, which is why responsibility grids like the RACI matrix are a standard organizing tool.
- Ownership Map
- Its distinguishing commitment: it encodes delegable, answerable authority, not social standing.
This sourceDefines a RACI chart as a responsibility-assignment matrix that distinguishes responsible and accountable roles.
- Its distinguishing commitment: it encodes delegable, answerable authority, not social standing.
- RACI or Responsibility Matrix
- Strict is the point of the tool; relaxing it to "co-accountable" quietly reintroduces the diffusion the matrix exists to prevent.
This sourceRequires exactly one Accountable role for each activity in a RACI matrix.
- Strict is the point of the tool; relaxing it to "co-accountable" quietly reintroduces the diffusion the matrix exists to prevent.
- Restart Wave Plan
- This is the planner's version of rolling-wave planning done badly — committing distant waves in false detail instead of re-cutting them as evidence lands.
This sourceDefines rolling-wave planning as detailing near-term work while deferring and progressively refining distant work as evidence becomes available.
- This is the planner's version of rolling-wave planning done badly — committing distant waves in false detail instead of re-cutting them as evidence lands.
- Role & Niche Charter
- And a charter left vague about who is accountable recreates the gaps-and-overlaps that a responsibility matrix such as RACI exists to prevent.
This sourcePMBOK describes RACI as a responsibility-assignment tool that clarifies roles and keeps one person accountable for each task.
- And a charter left vague about who is accountable recreates the gaps-and-overlaps that a responsibility matrix such as RACI exists to prevent.
- Rolling-Wave Schedule
- Its strength is refusing false precision: it spends planning effort only where it buys something, keeps commitments honest by distance, and lets each wave learn from the last — the discipline of progressive elaboration, planning in increasing detail as information becomes available.
This sourceDefines progressive elaboration as planning in increasing detail as more information becomes available.
- Its strength is refusing false precision: it spends planning effort only where it buys something, keeps commitments honest by distance, and lets each wave learn from the last — the discipline of progressive elaboration, planning in increasing detail as information becomes available.
- Scope Change Ticket
- Its strength is that it is the sufficiency-oriented specialization of formal change control: it stops death-by-a-thousand-additions, assigns ownership to each expansion, and leaves an audit trail of where scope actually went
This sourceRequires all submitted change requests to be recorded in a change log.
- Its strength is that it is the sufficiency-oriented specialization of formal change control: it stops death-by-a-thousand-additions, assigns ownership to each expansion, and leaves an audit trail of where scope actually went
- Scope Statement
- Its strength is that it makes the frame explicit, auditable, and hard to move silently: a written scope is the standard guard against scope creep
This sourceDefines scope creep as unauthorized work beyond the agreed scope and identifies the approved scope statement as a standard way to document that boundary.
- Its strength is that it makes the frame explicit, auditable, and hard to move silently: a written scope is the standard guard against scope creep
- Statement of Work
- Written too loosely, or with acceptance criteria left subjective, it invites the slow expansion the mechanism was meant to prevent, as each side reads the ambiguity in its own favor and unbudgeted asks pile onto the same scope.
This sourceExplains that loose requirements or subjective acceptance criteria can permit uncontrolled, unbudgeted expansion of project scope.
- Written too loosely, or with acceptance criteria left subjective, it invites the slow expansion the mechanism was meant to prevent, as each side reads the ambiguity in its own favor and unbudgeted asks pile onto the same scope.
- Waypoint Decomposition
- It is the wayfinding cousin of the project manager's work breakdown structure — decompose a large deliverable into a hierarchy of smaller, schedulable, checkable pieces.
This sourceProject Management Institute, 6th ed.. https://www.pmi.org/-/media/pmi/documents/public/pdf/pmbok-standards/pmbok-guide-6th-edition-errata-4th-printing.pdf Defines a work breakdown structure as hierarchical decomposition of total project scope into increasingly detailed deliverables and work packages used for schedule and control.
- It is the wayfinding cousin of the project manager's work breakdown structure — decompose a large deliverable into a hierarchy of smaller, schedulable, checkable pieces.
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