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1 Changes to The PMBOK Guide, Fifth Edition 1

2 To provide a globally-recognized standard for project management Focus on processes, and their related inputs, tools and techniques, and outputs that represent typical project managers achieve success in project efforts

3 Initially distributed in 1996 Five (5) process groups (Initiating, Planning, Estimating, Controlling and Closing) Nine (9) knowledge areas Thirty-seven (37) processes Revised about every four years Third Edition changed to Monitoring and Controlling Fourth Edition 42 processes Fifth Edition 47 processes First time a new knowledge area has been added

4 Revise to make applicable for project management practitioners other stakeholders of the project management profession Ensure alignment with ISO and other PMI standards PMBOK Guide Fifth Edition The Standard for Program Management Third Edition The Standard for Portfolio Management Third Edition Consider project management role delineation study results Reposition Section 3 to become stand-alone, ANSIapproved standard Review text and graphics are accurate Ensure terminology is consistent

5 Additions: Five new processes One new knowledge area Reorganization: Removing an existing process Moving processes among the knowledge area Shifting information within the PMBOK Guide Harmonization: Consistency of terminology

6 Originally part of Value Engineering and Value Analysis Stakeholder analysis concept was added in Fourth Edition Very strong emphasis within the International Institute of Business Analysis (IIBA) Information that forms the Stakeholder Register was originally part of the Project Communication Plan Stakeholder analysis is a key component of Risk Management and Portfolio Management

7 Project Stakeholder Management Processes required to: Identify the people, groups, or organizations that could impact or be impacted by the project Analyze stakeholder expectations and their impact on the project Develop strategies for engaging stakeholders in project decisions and execution Continuously communicate with stakeholders to Understand their needs and expectations Address issues as they occur Management conflicting interests Foster appropriate engagement Stakeholder satisfactions should be managed as a key project objective

8 Project Stakeholder Management processes Identify Stakeholders Similar to existing process in Communication moved to new KA Plan Stakeholder Management New (Planning PG) Manage Stakeholder Engagement Similar to existing process in Communication -moved to new KA Control Stakeholder Engagement New (Monitoring and Controlling PG) Other new processes Plan Scope Management Plan Schedule Management Plan Cost Management

9 Area where most changes were made in Fifth Edition Some renaming of existing processes Moving processes within knowledge areas Shifting of information within The PMBOK Guide

10 Reorganized to create a more logical flow of information Organizational influence was moved to the beginning of the section New information on characteristics and structure of project team Additional emphasis on stakeholders and their impact on governance Project life cycle information was expanded and moved to the end of the section

11 This section from the Fourth Edition was moved into a new appendix Referred to as Annex1 Revised to become a stand-alone document and thus be able to continually evolve and change New Section 3: Project Management Processes for a Project Introduces the project management processes and Process Groups (as in previous versions) Does not identify the individual processes in each Process Group

12 Split to address increased attention to stakeholder management Processes now include: Plan Communication management Manage Communications (formerly Distribute Information) Control Communications (formerly Report Performance) Main purpose for changes Tighten the focus to plan for the communication needs of the project, collecting, storing and dissemination project information, and monitoring overall project communications

13 Benefits of separation provide Focus stakeholder activities on managing expectations and ensuring appropriate level of involvement Aligns with the expanding research areas on the importance of stakeholder engagement Aligns better with The Standard for Program Management and the new ISO standard Allows communication activities to focus on collection, storage, organization and distribution of project information Reduces the confusion and overlap between project performance analysis and reporting

14 4.1 Develop Project Charter updated definition 4.2 Develop Project Management Plan updated definition 4.3 Direct and Manage Project Execution name changed to Direct & Manage Project Work 4.5 Perform Integrated Change Control updated definition 5.5 Verify Scope name changed to Validate Scope (correction as BA s understand) 6.6 Develop Schedule expanded to include Agile concepts*

15 8.1 Plan Quality name changed to Plan Quality Management 8.3 Perform Quality Control name changed to Control Quality 9.1 Develop Human Resource Plan name changed to Plan Human Resource Management 10.1 Identify Stakeholders moved to Plan Communications name changed to Plan Communications Management (also moved to 10.1)

16 10.3 Distribute Information name changed to 10.2 Manage Project Communications 10.4 Manage Stakeholder Expectations name changed to 13.3 Manage Stakeholder Engagement 10.5 Report Performance name changed to 10.3 Control Communications 11.6 Monitor and Control Risks name changed to Control Risks 12.1 Plan Procurements name changed to Control Procurement

17 The PMBOK Guide, Fourth Edition Glossary name changed and moved to Annex A2 The PMBOK Guide Glossary So what does this all mean Standard Planning processes for all KA Standard names for M&C processes Clarification of Communication processes Increased emphasis of Stakeholders Clarification of QA/QC

18 Consistency in terminology between all practice standards Knowledge management and the Data, Information, Knowledge Wisdom (DIKW) model updates: Work Performance Data the raw observations and measurements identified during activities being performed to carry out the project work Work Performance Information the performance data collected from various controlling processes, analyzed in context and integrated Work Performance Reports the physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions or awareness

19 Inputs are documents key to the process Outputs must map to an input of another process (exceptions final output or component of another input) Inputs must map from a process output unless it comes from outside the project

20 Inputs subsidiary plans and baselines to a process must be specifically listed Outputs subsidiary plans and baselines from a process will be grouped as project management plan updates For planning processes subsidiary plans as outputs will be listed as project management plan For control processes Input project management plan Output project management plan updates

21 Sequencing of inputs and outputs (especially regarding EEF s and OPA s) Emphasis on need for the project team to identify and plan how each KA process will be planned and managed (four new processes) Integration of subsidiary plans into an overall project management plan Data flow diagrams cleaned up Summary of all changes are in Appendix X1

22 Both CAPM and PMP exams will change beginning July 31, 2013 Should you push to complete before this date of wait?

23 The physical book is larger and heavier BUT The font was increased Don t forget PMI members can download an electronic version free of charge (both Fourth Edition and Fifth Edition)

24 Questions? What would you like to have seen changed?

25 Mahalo For more information please feel free to contact me: Greta Blash, PMP, PMI-ACP

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