Why does the PMBOK change? Ensures standards are up-to to-date and reflect ever-evolving evolving knowledge in the profession Standards are aligned, i

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1 PMBOK 4 th Edition Overview Colleen A. McGraw 16 October 2009

2 Why does the PMBOK change? Ensures standards are up-to to-date and reflect ever-evolving evolving knowledge in the profession Standards are aligned, improved, elaborated PMI updates its global standards at least every 5 years in accordance with ANSI guidelines PMI operates on a 4 year cycle PMI follows the Voluntary Consensus Standards Process

3 PMI Standards There are 4 core standards Representing the 4 key disciplines in the project management profession Project Management Program Management Portfolio Management Organizational Project Management (OPM3) Other supplementary materials including practice standards

4 Alignment changes The four standards documents were released simultaneously and will now be on the same release schedule Lexicon project ensure consistent definitions and usage among the standards Cross standards alignment and agreement Chapters 1 and 2 in all standards documents were controlled by a single architect to ensure consistency

5 PMBOK-wide changes All process names are VERB NOUN format Approach to discussing enterprise environmental factors and organizational process assets was standardized and clarified A standard approach for discussing requested changes, preventive actions, corrective actions, and defect repairs was employed (change request) To improve clarity, a distinction was made between the project management plan and the project documents used to manage the project (such as issue logs, duration estimates, etc.) More consistent approach to inputs and outputs, to ensure clear flow among processes Process flow diagrams replaced with data flow diagrams Shows information i coming in to process as input and where it goes as output More consistent graphics Increased emphasis on soft skills people management and leadership (chapter 8 and appendix)

6 Changes to Framework chapters Chapter 1 - Introduction Added how project management fits in with programs, portfolios, organizations, and operations. Expanded comparison of projects, programs, and portfolios Removed mention of triple constraint in favor of how project managers must balance the constraints of scope, quality, schedule, budget, resources and risk (balance of constraints) Removed the introduction to processes (moved to chapter 3) Chapter 2 Project Life Cycle and Organization Expanded discussion of project phases, life cycle, and stakeholders. Chapter 3 Project Management Processes for a Project Summarizes the Standard Process descriptions are edited down and move to this chapter Expanded discussion of iteration

7 Process Change Summary Total process count reduced from 44 to 42 Two processes were deleted Develop Preliminary Project Scope Statement Scope Planning Two processes were added Collect Requirements Identify Stakeholders Two processes moved from Monitoring & Controlling Process Group to Executing Process Group Manage Project Team Manage Stakeholder Expectations The 6 Project Procurement Management processes were reconfigured into 4 processes

8 CH4 - Project Integration Management Develop Preliminary Scope Statement Removed as a process, folded into Define Scope through progressive elaboration Clarify difference between project charter and project scope statement Business Case added as input to Develop Project Charter Change control meetings added as tool and technique in Perform Integrated Change Control Close project changed to Close Project or Phase Reminds us that this is being done throughout the project, not just at the end

9 CH5 - Project Scope Management Added process Collect Requirements Main output is Requirements Management Plan (part of project management plan) Other outputs are the requirements traceability matrix and requirements documentation Replaced Scope Planning New input Stakeholder Register Moved discussion of scope management to introduction More emphasis on the project scope baseline Project scope statement WBS

10 CH6 - Project Time Management Arrow Diagramming g removed As it is rarely used Could still maybe appear in exam Brought discussion of three point estimating in line with the similar discussion in chapter 7 PERT returned to 4 th edition as part of 3 point estimating Project Document Updates replaces (and consolidates) a lot of the individually listed document updates from 3 rd edition.

11 CH7 - Project Cost Management Control Costs Performance Measurement Analysis technique renamed Earned Value Management and rewritten (deleted as a tool in integration management) Technique added to complete performance index (TCPI) to the Control Costs process Calculated projection of the cost performance that must be achieved on the remaining work to meet specific goal. Parametric estimating folded under the analogous estimating tool and technique Took out some references to change requests and change control (doesn t appear as often)

12 CH8 - Project Quality Management Expanded and more detailed inputs, tools and techniques Expanded graphics to illustrate some of the concepts Expanded discussion of cost of quality Introduction of upper and lower specification limits to control chart Quality baseline and cycle of quality removed Chapter still doesn t address the historical or industry knowledge necessary to answer certain quality test questions

13 CH9 Project Human Resources Management Manage Project Team process moved to Execution process group Expanded discussion of soft skills in the develop and manage project team processes Stages of team building Conflict Management Leadership Influencing, and decision making. Focus is on project team. RBS is no longer used as the acronym for Resource Breakdown Structure, as it was confused with the Risk Breakdown Structure in 3 rd edition. No substitute is identified.

14 CH10 - Project Communications Management New Process Identify Stakeholders Initiating process group Outputs include stakeholder register and stakeholder management strategy Manage Stakeholders (from 3 rd Edition) changed to Manage Stakeholder Expectations Moved from monitoring i & controlling to executing process group Greater focus on stakeholders New tools and techniques include stakeholder analysis, communication models and communication methods (were discussed in 3 rd edition, but are now specified as tools and techniques)

15 CH11 - Project Risk Management No significant changes

16 CH12 - Project Procurement Management Largest changes to process construct of any chapter Result is more straightforward, eliminating some of the overlap and confusion Teaming Agreements introduced Other additions include Risk-related contract decisions, Internet search, and Procurement contract award 3 rd Edition Plan Purchases and Acquisitions Plan Contracting Request Seller Responses Select Sellers Contract Administration Contract Closure 4 th Edition Plan Procurements Conduct Procurements Administer Procurements Close Procurements

17 Appendices Appendices A F similar to previous edition Appendix G Interpersonal Skills New section Important to managing a project, but didn t necessarily fit within the construct and intent of a standard. Brief overview Leadership Team Building Motivation Communication Influencing Decision making Political and cultural awareness Negotiation

18 How are the standards updated? While PMI manages the process, the standards are written and reviewed by teams of volunteers. (Appendix C) Voluntary consensus process Process takes over a year to complete Standards team open to PMPs worldwide Team managed virtually

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