Dana Goulston, PMP Co-author, the PMBOK Guide, 3 rd edition

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1 , so what s new? by Dana Goulston, PMP Co-author, the PMBOK Guide, 3 rd edition presented to: October 8, 2009 Copyright 2009, all rights reserved No reproduction without written consent from the author

2 Presentation schedule: Introduction Philosophy & Approach New concepts Elaborations & Clarifications Chapters & Knowledge Areas Appendix Credits

3 Introduction: Overview only Special video presentation by the Project Manager, Cynthia Snyder Stackpole Highlights, philosophy, approach Chapter and Knowledge Area reviews

4 Philosophy & Approach Internal consistency Program, Portfolio, & Project Management relationships Content not contradictory with itself (as was in past editions) chapter structures verb-noun format: i.e. 4.1 develop project charter

5 Philosophy & Approach (cont.) ITTO s* consistently sequenced Cohesive feel appears to be written by one person instead of multiple people Aligned with: The standard for Program Management 2 nd ed. The Standard for Portfolio Management 2 nd ed. * Inputs, Tools & Techniques, Outputs

6 Special Presentation by: PMBOK Guide, 4 th edition Project Manager, Cynthia Snyder Stackpole, PMP, MBA (9 minutes) (with permission)

7 New Concepts Project documents (tools) are now specified Issue & Risk logs Resource requirements Change logs Data Flow Diagrams now included for each process: Initiation, Planning, etc.

8 Chapter 1 - Introduction Project Management is better aligned with program and portfolio management The Triple Constraint is GONE!!! PM s must balance all the constraints of scope, quality, schedule, budget, resource, & risk.

9 Chapter 2 Project Life Cycle and Organizations Expanded coverage of Project Life Cycle and Project Phases Expanded definition of different types of stakeholders

10 Chapter 3 Project Management Processes for a Project Descriptions for Processes has been streamlined and is consistent with the actual KA chapters.

11 Chapter 4 Project Integration Management Trimmed from seven processes to six Develop Preliminary Scope Statement eliminated

12 Chapter 5 Project Scope Management New process called Collect Requirements The outputs of above are: Requirements Management Plan, a subset of the Project Management Plan A Requirements Traceability Matrix Requirements Documentation

13 Chapter 5 Project Scope Management (cont.) Emphasis placed on the Scope Baseline comprised of The Project Scope Statement The WBS The WBS dictionary

14 Chapter 6 Project Time Management Arrow Diagramming Method (ADM) has been eliminated. 3-point estimating and Cost estimating are more aligned

15 Chapter 7 Project Cost Management New concept TCPI (To Complete Performance Index) added to the Control Cost process ITTO s for Control Scope, Control Cost, and Control Schedule are better aligned

16 Chapter 8 Project Quality Management Additional graphs and charts Upper and lower specification limits are introduced Quality Baseline has been eliminated Re-baseline has not been added

17 Chapter 9 Project Human Resource Management Significant addition of interpersonal skills to the Develop Project Team and Manage Project Team processes

18 Chapter 9 Project HR Management (cont.) Expanded or introduced: Team Building stages Conflict Management Leadership Influencing Decision Making Manage Project Team moved to the Executing process group (Execute Project Team?)

19 Chapter 10 Project Communications Management New Process Identify Stakeholders added Outputs include: Stakeholder register Stakeholder Management Strategy Manage Stakeholders changed to Manage Stakeholder Expectations, and moved from Monitoring & Control to Executing (Execute Stakeholders?)

20 Chapter 11 Project Risk Management no significant changes

21 Chapters and Knowledge Areas Chapter 12 Project Procurement Management New concept: teaming agreements Six processes consolidated into four: 1. Plan Procurements 2. Conduct Procurements 3. Administer Procurements 4. Close Procurements

22 Other New appendix on Interpersonal Skills includes: Leadership Team Building Motivation Communication Influencing Decision Making Political & Cultural Awareness Negotiation

23 Credits This information would not have been possible without the valuable contribution by the 4 th edition Project Manager, Cynthia Snyder Stackpole, PMP, MBA. My thanks to her for the amazing job she did leading this huge undertaking, as well as taking the time to communicate with me in preparation for this presentation. Much of the information presented today is based on her communications. My grateful appreciation also goes out to all the countless hours her team donated in assembling this fine deliverable.

24 Dana Goulston, PMP (available) Copyright 2009, all rights reserved No reproduction without written consent from the author