The PMBOK Guide 6th TLDR 

The TLDR to the TLDR

1. Introduction: The PMBOK 6th Edition is not a metrology it says that on page two..the processes used in the text act as "good practice" from different methodologies and industries.  Not all process would be done in a project. It is more common for a project manger to pick and choose the process used based of need. This is referred to as tailoring.

2. Chapters 1-3 Overview: These chapters introduce project management concepts, the influence of internal and external factors on projects, and the vital role of the project manager.

3. Project Integration Management: Involves coordinating all elements of the project through processes like developing the project charter, creating the project management plan, and performing integrated change control.

4. Project Scope Management: Ensures that the project includes all the work required, through processes such as planning scope management, collecting requirements, defining scope, and creating the work breakdown structure (WBS).

5. Project Schedule Management: Focuses on timely project completion with processes like planning schedule management, defining activities, sequencing activities, estimating activity durations, and developing and controlling the schedule.

6. Project Cost Management: Ensures the project stays within budget through planning cost management, estimating costs, determining the budget, and controlling costs.

7. Project Quality Management: Guarantees the project meets its intended purpose through planning quality management, managing quality, and controlling quality.

8. Project Resource Management: Deals with managing project resources effectively, including planning resource management, estimating activity resources, acquiring resources, developing the team, managing the team, and controlling resources.

9. Project Communications Management: Ensures effective communication within the project through planning communications management, managing communications, and monitoring communications.

10. Project Risk Management: Involves identifying, analyzing, and responding to project risks with processes like planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning and implementing risk responses, and monitoring risks.

11. Project Procurement Management: Focuses on acquiring goods and services from outside the organization through planning procurement management, conducting procurements, and controlling procurements.

12. Project Stakeholder Management: Involves managing relationships with individuals or groups impacted by the project through identifying stakeholders, planning stakeholder engagement, managing stakeholder engagement, and monitoring stakeholder engagement.

​

The PMBOK Guide 6th TLDR 

 Chapters 1, 2, and 3 Summary

Project management involves applying knowledge, skills, tools, and techniques to meet project requirements. The initial chapters introduce the key concepts, defining a project and its life cycle. They emphasize the influence of internal and external factors such as organizational structures, governance frameworks, and environmental factors on projects. Additionally, these chapters cover the crucial role of the project manager, highlighting the necessary competencies, experience, and skills required for effective project management. Understanding these foundational elements is vital for tailoring project management practices to meet specific project needs.

---

 Chapter 4: Project Integration Management

Integration management involves making choices about resource allocation, balancing competing demands, and integrating the various processes in the project management lifecycle.

Key Processes:

1. Develop Project Charter (Page 75): A document that formally authorizes a project and provides the project manager with the authority to apply organizational resources to project activities.

2. Develop Project Management Plan (Page 83): The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.

3. Direct and Manage Project Work (Page 90): Leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.

4. Manage Project Knowledge (Page 98): Using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning.

5. Monitor and Control Project Work (Page 107): Tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.

6. Perform Integrated Change Control (Page 113): Reviewing all change requests, approving changes, and managing changes to deliverables, project documents, and the project management plan.

7. Close Project or Phase (Page 121): Finalizing all activities across all project management process groups to formally complete the project or phase.

Tested Areas: Project plan development, change management, project closure.

---

 Chapter 5: Project Scope Management

Scope management involves ensuring that the project includes all the work required, and only the work required, to complete the project successfully.

Key Processes:

1. Plan Scope Management (Page 135): The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.

2. Collect Requirements (Page 139): Determining, documenting, and managing stakeholder needs and requirements to meet project objectives.

3. Define Scope (Page 150): Developing a detailed description of the project and product.

4. Create WBS (Page 156): Subdividing project deliverables and project work into smaller, more manageable components.

5. Validate Scope (Page 163): Formalizing acceptance of the completed project deliverables.

6. Control Scope (Page 167): Monitoring the status of the project and product scope and managing changes to the scope baseline.

Tested Areas: Requirements gathering, work breakdown structure (WBS), scope validation and control.

---

 Chapter 6: Project Schedule Management

Schedule management involves planning and controlling the schedule to ensure the timely completion of the project.

Key Processes:

1. Plan Schedule Management (Page 177): Establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

2. Define Activities (Page 183): Identifying and documenting the specific actions to be performed to produce the project deliverables.

3. Sequence Activities (Page 189): Identifying and documenting relationships among the project activities.

4. Estimate Activity Durations (Page 194): Estimating the number of work periods needed to complete individual activities with the estimated resources.

5. Develop Schedule (Page 205): Analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.

6. Control Schedule (Page 215): Monitoring the status of the project to update the project schedule and managing changes to the schedule baseline.

Tested Areas: Schedule planning, critical path method, schedule control techniques.

---

 Chapter 7: Project Cost Management

Cost management involves planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.

Key Processes:

1. Plan Cost Management (Page 231): Defining how the project costs will be estimated, budgeted, managed, monitored, and controlled.

2. Estimate Costs (Page 237): Developing an approximation of the monetary resources needed to complete project activities.

3. Determine Budget (Page 246): Aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.

4. Control Costs (Page 252): Monitoring the status of the project to update the project costs and managing changes to the cost baseline.

Tested Areas: Cost estimation techniques, budgeting, cost control.

---

 Chapter 8: Project Quality Management

Quality management ensures that the project will satisfy the needs for which it was undertaken.

Key Processes:

1. Plan Quality Management (Page 275): Identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements.

2. Manage Quality (Page 282): Translating the quality management plan into executable quality activities that incorporate the organization's quality policies into the project.

3. Control Quality (Page 292): Monitoring and recording results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations.

Tested Areas: Quality planning, quality assurance, quality control.

---

 Chapter 9: Project Resource Management

Resource management includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project.

Key Processes:

1. Plan Resource Management (Page 308): Defining how to estimate, acquire, manage, and use team and physical resources.

2. Estimate Activity Resources (Page 315): Estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.

3. Acquire Resources (Page 321): Obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work.

4. Develop Team (Page 329): Improving competencies, team member interaction, and the overall team environment to enhance project performance.

5. Manage Team (Page 339): Tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.

6. Control Resources (Page 343): Ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual use of resources.

Tested Areas: Resource estimation, team development, resource control.

---

 Chapter 10: Project Communications Management

Effective communication is crucial for project success. This chapter covers the processes necessary to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information.

Key Processes:

1. Plan Communications Management (Page 366): Developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets.

2. Manage Communications (Page 372): Ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information.

3. Monitor Communications (Page 377): Ensuring the information needs of the project and its stakeholders are met.

Tested Areas: Communication planning, information distribution, performance reporting.

---

 Chapter 11: Project Risk Management

Risk management involves identifying, analyzing, and responding to project risks.

Key Processes:

1. Plan Risk Management (Page 400): Defining how to conduct risk management activities for a project.

2. Identify Risks (Page 405): Determining which risks may affect the project and documenting their characteristics.

3. Perform Qualitative Risk Analysis (Page 411): Prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.

4. Perform Quantitative Risk Analysis (Page 418): Numerically analyzing the effect of identified risks on overall project objectives.

5. Plan Risk Responses (Page 421): Developing options and actions to enhance opportunities and to reduce threats to project objectives.

6. Implement Risk Responses (Page 431): Implementing agreed-upon risk response plans.

7. Monitor Risks (Page 435): Monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project.

Tested Areas: Risk identification, risk analysis, risk response planning.

---

 Chapter 12: Project Procurement Management

Procurement management involves acquiring goods and services from outside the performing organization.

Key Processes:

1. Plan Procurement Management (Page 463): Documenting project procurement decisions, specifying the approach, and identifying potential sellers.

2. Conduct Procurements (Page 468): Obtaining seller responses, selecting a seller, and awarding a contract.

3. Control Procurements (Page 476): Managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate, and closing out contracts.

Tested Areas: Procurement planning, solicitation, contract administration.

---

 Chapter 13: Project Stakeholder Management

Stakeholder management involves identifying all people or organizations impacted by the