PMBOK® Appendixes
• 1 – Contributors and PMI Staff
• 2 – Project sponsor
• 3 – Project Management Office
• 4 – Product
• 5 – Research and Development for The Standard for Project Management
• Glossary
Appendix X1
• X1.1 – Contributors
• X1.2 – PMI Staff
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Appendix X2 Sponsor
• X2.1 – Introduction
• X2.2 – The Sponsor Role
• X2.3 – Lack of Engagement
• X2.4 – Sponsor Behaviors
• X2.5 – Conclusion
• X2.6 – Suggested Resources
X2.1 - Introduction
• Sponsor
• Actions
• Impact
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X2.2 – The Sponsor Role
• Sponsors supply:
• Leadership
• Engagement
• Oversight
• Support
X2.2 –Sponsor Role
• Communicate vision, goals, and expectations
• Project advocate
• Executive-level decisions
• Secure resources
• Aligned to business objectives
• Remove obstacles
• Address issues outside team’s authority
• Bring opportunities from the project to senior management
• Monitor project outcomes after closure
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X2.2 – The Sponsor Role
• Sponsors assist project teams with:
• Vision
• Business value
• Customer focus
• Decisions
• Motivation
• Accountability
X2.3 – Lack of Engagement
• The absence of sponsor support can cause:
• Greater decision periods
• Contradictions
• Issues securing resources
• Loss of team members
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Lack of Engagement
• Lack of engagement has a negative impact on:
• Scope
• Quality
• Schedule
• Budget
• Intended outcomes
• Stakeholder satisfaction
X2.4 – Sponsor Behaviors
• Resource
• Guide
• Align
• Tailor
• Influence
• Communicate
• Partner
• Check
• Unblock
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X2.5 – Conclusion
• Sponsors are invaluable to project and project team success
• Invested sponsors:
• Enhance teams
• Increase productivity
• Improve progress
• Promote engagement
• Simplify processes
• Achieve project goals
Appendix X3
• X3.1 – Introduction
• X3.2 – The PMO Value Proposition – Why have one?
• X3.3 – Key PMO Capabilities
• X3.4 – Evolving for Stronger Benefits Realization
• X3.5 – Learn more about PMOs
• X3.6 - Suggest Resources
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X3.1 - Introduction
• PMO
• Portfolio Management Office
• Program Management Office
• Project Management Office
• PMBOK® Guide 7th Edition refers to a PMO as a project management structure
Introduction
• Standardizes governance processes
• Facilitates sharing:
• Resources
• Tools
• Methodologies
• Techniques
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X3.2 Why have a PMO?
• Improved management
• Schedule
• Cost
• Quality
• Risk
PMO Roles
• Stakeholder engagement
• Collaboration
• Talent expansion
• Benefits realization
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PMO Roles
• Guidance and support
• Project support services
• Project portfolio supervision
• Enterprise-level PMO (EPMO)
• Agile Center of Excellence (ACoE)/Value Delivery Office (VDO)
PMO Roles
• May be layered
• Based on organizational needs
• Evolve
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X3.3 – Key PMO Capabilities
• Fostering delivery and outcomes-oriented capabilities
• Keeping the “big picture” perspective
• Continuous improvement, knowledge transfer, and change management
X3.4 – Evolving for Stronger Benefits
Realization
• Focusing on critical initiatives
• Instituting smart and simple processes
• Fostering talent and capabilities
• Encouraging and enabling a culture of change
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Appendix X4
• X4.1 – Introduction
• X4.2 – Global Market Shifts
• X4.3 – Impact on Project Delivery Practices
• X4.4 – Organizational Considerations for Product Management
• X4.5 – Summary
• X4.6 – Suggested Resources
X4.1 – Introduction
• Project management terms and concepts change and adapt over time
• Appendix X4.1 defines product and service development and modification over time
• Continuous development has influences including:
• Financing
• Standards
• Staffing models
• Improvement
• Sustainment practices
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X4.2 – Global Market Shifts
• Customer centricity
• Software-enhanced value
• Ongoing provision and payment
X4.3 – Impact on Project Delivery Practices
• Single project delivery to ongoing project delivery model conversions require:
• Heavy customer attention
• Technology expansion
• Value delivery
• Consistent teams
• Strong support systems
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X4.4 – Organizational Considerations for
Product Management
• Establish stable teams
• Use incremental guidance and funding
• Utilize program management structures
Program Frameworks
• Programs align with products through:
• Up-front uncertainty
• Necessity for adaptation
• Focus on benefits
• Longer time frames
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X4.5 - Summary
• To achieve value, products require additional:
• Backing
• Sustainment
• Time frames
• Organizations prefer:
• Customer focus
• Automation
• Stability
• Growth
• Continued support
Appendix X5
• X5.1 – Introduction
• X5.2 – The Move to a Principle-Based Standard
• X5.3 – Research for the Standard for Project Management
• X5.4 – Standard Development Process
• X5.4.1 – Development and Review Teams
• X5.4.2 – Content
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Appendix X5
• X5.5 – Validating the Standard
• X5.5.1 – Global Workshops
• X5.5.2 - Iterative Development
• X5.5.3 – Exposure Draft
• X5.6 – Summary
Glossary
• 1. Inclusions and Exclusions
• 2. Common Acronyms
• 3. Definitions
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