PMBoK Edition 5. What s new? PMBoK upgrade. PMBok upgrade was developed by Probitis, specialist in Project-and Service Management.

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1 PMBoK Edition 5 What s new? PMBoK upgrade PMBok upgrade was developed by Probitis, specialist in Project-and Service Management 1

2 Maarten Koens Consultant and Project manager at Business Management Consultants (BMC) (BE & LX) Project management consultant at Bridgestone Europe (BE) Projects manager on eprocurement projects in healthcare and life sciences for the NHS (UK) Project manager ecustoms projects (BE & NL) Managing director SupplyChange bvba, Brussels Project Manager European catalogue at Global Healthcare Exchange, Brussels Business development at TIE NL (NL) Manager operations at GS1 NL, Amsterdam: development of e-trading standards Product manager at isoft, Leiden, NL: projects in Hospital Information Systems Education: Electrical Engineering, The Hague, NL. Professional: Member of the Project Management Institute Project Management Professional (PMP ) Prince2 Practitioner Languages: English & Dutch PMBoK Edition 5 released 1 January 2013 You were studying PMBoK edition 4? Bad news: PMP exam was changed by 31 July 2013 CAPM exam was changed by 1 July 2013 Good news: PMI says It is estimated only a small percentage of examination items/questions require updates that directly address actual changes in the standards PMBoK ed.5 is aligned with the new ISO Guidance to Project Management (Sept.2012): exact match between Process groups and Knowledge areas in PMBoK & ISO More examples and pictures added (+10%) 2

3 PMBoK Edition 5 released 1 January 2013 PMI going for consistency. Major changes are: New Knowledge Area (from 9 to 10): Project Stakeholder Management focus on identifying, managing and engaging stakeholders. Addition of 4 planning processes to reinforce planning of Knowledge Area. The overall number of processes increases from 42 to 47. Every process starts with definition and key benefits. Example for Develop Project Charter: Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for project management to formally accept and commit to the project. The description of the PM standard moved to the Appendix A1, aligned with ISO Some errors: see downloadable erratum PMBoK edition 5: 5 process groups 10 Knowledge areas 47 processes 3

4 Table of contents New Knowledge Area: Project Stakeholder Management 3 new planning processes: 5.1 Plan Scope management 6.1 Plan Schedule management 7.1 Plan Cost management Other changes NEW: Project Stakeholder Management New knowledge area (Chapter 13): Focus on identifying and engaging stakeholders Identify Stakeholders: people, groups, organizations that can have impact on project, analyze & document interests, involvement, influence, impact Plan Stakeholder Management: develop strategies to engage stakeholders during project lifecycle 13.3 Manage Stakeholder Engagement: communication and work with stakeholders to manage needs & expectations, address issues 13.4 Control Stakeholder Engagement: monitor stakeholder relationship, adjust strategies and plans. 4

5 Quotes from LinkedIn One of the major reasons for unrealized expectations was a completely inadequate Stakeholder Management Strategy during ERP Project implementation (Yogeeta Deshmukh, PMP, 2013) The prominence now given to 'Stakeholder Management' is just the right thing to do. I was actually half frustrated with little mention given to Stakeholder Management under Communication Management in PMBOK 4. Multi-Million $ Projects in my part of the world (Niger Delta, Nigeria) and many other parts of the world are bogged down with Low to High level dissatisfaction by stakeholders ranging from Communities to Governments. I have always felt that stakeholder engagement holds the key. Oil/Gas & other big companies have since adjusted there strategies to address this. ISO and PMI response is quite appropriate since they draw from best practices. This shows that the continual improvement process is well and alive (Deinnaboye Omieibi, 2013) Stakeholder management Definition of a stakeholder: an individual, group or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project Approach: Identify all stakeholders Determine their requirements Determine their expectations Determine their interests Determine their level of influence Plan management of stakeholders Plan stakeholder communication Manage expectations and engagement Communicate Control communications and stakeholder engagement Looking for the proactive project manager! 5

6 Chapter 13: Project Stakeholder Management 13.1 Identify stakeholders (was: 10.1 Identify stakeholders) T&T: New: Meetings Stakeholder analysis Chapter 13: Project Stakeholder Management 13.2 Plan stakeholder management (NEW) The process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success. Stakeholders can be classified as: Unaware of project & benefits, campaigns Resistant to change, dangerous if influential, effective change management Neutral: if power/influential: change management Supportive: desired engagement level, supportive to change Leading: influential, highly engaged to achieve success. PMI: managing Change in organizations: a practice guide (2013) 6

7 Chapter 13: Project Stakeholder Management 13.2 Plan stakeholder management (NEW) Outputs: Stakeholder management plan: - Desired and current engagement levels of key stakeholders - Scope and impact of change to stakeholders - Identified interrelationships and potential overlap between stakeholders - Stakeholder communication requirements for the current project phase - Information to be distributed to stakeholders, including language, format, content, and level of detail - Reason for the distribution of that information and the expected impact to stakeholder engagement - Time frame and frequency for the distribution of required information to stakeholders - Method for updating and refining the stakeholder management plan as the project progresses and develops. Considerations: find different ways of engagement, other than communication Chapter 13: Project Stakeholder Management 13.3 Manage stakeholder engagement (was: 10.4 Manage Stakeholder expectations) the process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project lifecycle. Introduction: New activity: engaging stakeholders at appropriate project stages to obtain or confirm their continued commitment to the success of the project. Outputs: - New: Issue log - Change requests 7

8 Chapter 13: Project Stakeholder Management 13.4 Control stakeholder engagement (NEW) the process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders. How to measure stakeholder engagement? - Questionnaires & satisfaction surveys - Rate of involvement according to the plan - Ask for feedback Control: corrective actions on lack of involvement 4 new planning processes 5.1 Plan Scope management: creating a scope management plan that documents how scope will be defined, validated and controlled. 6.1 Plan Schedule management: establishing policies, procedures & documentation for planning, developing, managing, executing and controlling the project schedule. 7.1 Plan Cost management: establishing policies, procedures & documentation for planning, developing, managing, expending and controlling the project costs Plan Stakeholder management: see earlier discussion 8

9 Chapter 5: Project Scope management 5.1 New: Plan Scope management is the process of creating a scope management plan that documents how the project scope will be defined, validated and controlled. Key benefit: provides guidance and direction on how scope will be managed throughout the project. Outputs: Scope management plan & Requirements management plan Chapter 5: Project Scope management 5.1 NEW: Plan Scope management, Outputs: Scope management plan: describes how scope will be defined, developed, monitored, controlled and verified. Components describe how to: Prepare detailed project scope statement Create WBS from scope statement Maintain and approve WBS Formally accept deliverables Process CR s to the project scope Requirements management plan: describes how requirements will be analyzed, documented and managed. Phase-to-phase relationship strongly influences how requirements are managed. Components describe how to: Requirements activities are planned, tracked and reported Manage configuration: change, impact, traced, tracked, reported, approval authorization levels Prioritize requirements Product metrics to be used Define the traceability matrix 9

10 Chapter 6: Project Time management 6.1 NEW: Plan Schedule management the process of establishing the policies, procedures and documentation for planning, developing, managing, execution and controlling the project schedule. T&T: Analytical techniques: scheduling methodologies, scheduling tools & techniques, estimating approaches, formats and PM software. 6.1 NEW: Plan Schedule management Output: Schedule management plan: - Schedule model development - Level of accuracy - Units of measure - Organizational procedures links - Schedule model maintenance - Control thresholds - Rules of performance management - Reporting formats - Process descriptions 10

11 Chapter 7: Project Cost management 7.1 NEW: Plan Cost management Establishes policies, procedures and documentation for planning, managing, expending and controlling project costs. T&T: Analytical techniques: Funding options: self-funding, funding with equity, funding with debt Funding project resources: making, purchasing, renting, leasing May effect project schedule and/or risks Chapter 7: Project Cost management 7.1 Plan Cost management Output: Cost management plan: - Units of measure - Control thresholds - Level of precision - Rules of performance management - Level of accuracy - Reporting formats - Organizational procedures links - Process descriptions Accuracy of cost estimates: Ed 4: rough order of magnitude (ROM) estimate ±50%. Estimates could narrow to a range of ±10%. Ed 5: initiation phase of project, ROM: -25% - +75%. Definite estimate -5% - +10% 11

12 Table of contents New Knowledge Area: Project Stakeholder Management 3 new planning processes: 5.1 Plan Scope management 6.1 Plan Schedule management 7.1 Plan Cost management Other changes 47 project processes Renaming of some processes: Direct & Manage Project Execution Direct & Manage Project Work Verify Scope Validate Scope Plan Quality Plan Quality management Perform Quality Control Control Quality Develop HR Plan Plan HR Management Plan Communications Plan Communication Management Distribute Information Manage Communications Report Performance Control Communications Monitor & Control Risks Control Risks Plan Procurement Plan Procurement Management Administer Procurements Control Procurements 12

13 Other Changes Aligning with the DIKW model (Data-Information-Knowledge-Wisdom): Extended paragraph on PMO Elaborated on collecting requirements Cost management elaborated on reserve analysis: contingency & management reserve Plan Quality management, additions: SIPOC model (Suppliers, Inputs, Processes, Outputs, Customers) Seven Quality management & control tools EVM & ESM (not changed) Risk attitudes Communication management Forecasting techniques Resource optimization techniques Appendix X3 on interpersonal skills has been extended with 3 more skills: Trust building, Conflict management, Coaching. Several other new Tools and Techniques DIKW: Data-Information-Knowledge-Wisdom PMBoK ed.5 distinguishes consistently between & aligns with DIKW model (Data-Information- Knowledge-Wisdom): Work performance data (raw data from measurements & observations during execution: % work complete, technical & quality performance measurements, actual start & finish dates, actual costs, # of CR s, # of defects) Work performance Information (information created from analysing data) Work performance reports (how the information is presented). Knowledge management uses the DIKW model to create value. See: ITIL (IT Service Management) in the Knowledge man. process. Wikipedia: The DIKW Pyramid refers loosely to a class of models for representing purported structural and/or functional relationships between data, information, knowledge and wisdom Also known as the DIKW Hierarchy, Wisdom Hierarchy, Knowledge Hierarchy, Information Hierarchy, Knowledge Pyramid. Data Information Knowledge Wisdom Work performance data From Execution processes Work performance information from M&C after analysis Work performance reports presented to SteerCo SteerCo considers report, comprehends and decides 13

14 PMBoK implementation of the DIKW model PMBoK on Project Management Office (PMO) Definition: PMO is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools and techniques. PMO is the liaison between portfolio management, programs, projects and corporate measurements as e.g. with balanced scorecards. Support role of PMO can be: Shared resources Methodology, standard, templates Coaching, mentoring, training Project audits and health checks Coordination of reporting across all projects 14

15 PMBoK on Project Management Office (PMO) Three types of PMO structures in organizations: Directive: high control, directly manage the project managers and/or the project Controlling: moderate control, support projects & require compliance, PM methodology, templates, forms, tools, governance Supportive: low control, support projects: templates, best practices, training, information access, lessons learned Directive PMO Controlling PMO Supportive PMO Project 5.2 Collect requirements Extended description of process Active stakeholder engagement Detailing requirements Categorization of requirements: business, stakeholder, solution (functional and nonfunctional), transition, project, quality,. Facilitated workshops extended with user stories (Agile) Group creativity techniques: multi-criteria decision analysis: a decision matrix analytical approach of criteria as risk, uncertainty, valuation, ranking many ideas. Extended description of requirements doc & traceability matrix requirements doc: see categorization of requirements traceability matrix: provides a practical example (next slide) 15

16 Traceability matrix Tracing of: Business needs, opportunities, goals Project objectives Project scope/wbs deliverables Product design Product development Test strategies & scenarios High-level requirements to detailed A grid that links product requirements from their origin to the deliverables: Ensures each requirements adds business value. Means to track requirements through the project lifecycle. Provides structure to manage scope change. Reserve analysis: contingency & management reserve 7.2 Estimate Costs & 7.3 Determine Budget T&T: Reserve analysis: distinguish contingency reserves and management reserves: - contingency reserves: for risks, known-unknowns, buffers as in CCM - management reserves: to address unknown-unknowns, unforeseen work 16

17 8.1 Plan Quality management T&T: Remember Seven basic quality tools from Ishikawa: - Cause-and-effect diagrams (fishbone, Ishikawa) - Flowcharts - Check sheets - Pareto diagrams - Histograms - Control charts - Scatter diagrams Flowcharts are extended: with the SIPOC model Chapter 8: Project Quality management SIPOC model SIPOC stands for suppliers, inputs, process, outputs, and customers which form the columns of the table. SIPOC is a tool that summarizes the inputs and outputs of one or more processes in table form. 17

18 Chapter 8: Project Quality management SIPOC model: Example: HR process DWANE LAY Perform Quality Assurance T&T: Changed & extended: the Seven Quality management & control tools (was: Plan quality & Perform Quality control T & T): Affinity diagrams: clustering of ideas (similar to mind mapping) Process decision program charts (PDPC): contingency planning: systematically identifies what might go wrong in a plan in development Interrelationship digraphs: to show all the different relationships between factors, areas, or processes Tree diagrams: to figure out all the various tasks that must be undertaken to achieve a given objective Prioritization matrixes: to compare choices relative to criteria like price, service, ease of use and almost any other factor desired Activity network diagrams: Precedence diagramming method (PDM) Matrix diagram: shows the relationship between two, three or four groups of information 18

19 Process decision program charts An example of PDPC used with a cutting machine 7.4 Control Costs 6.7 Control Schedule T&T: EVM: not changed Improved explanation and consistency One page summary of all EVM formulas ESM (Earned Schedule management is NOT introduced 19

20 Chapter 11: Project Risk management Extended introduction: Risk attitudes of organization and stakeholders: Risk appetite: degree of uncertainty an entity is willing to take in anticipation of a reward Risk tolerance: amount of risk an entity will withstand Risk threshold: below threshold organization will accept, above threshold organization will not tolerate. Chapter 10: Project Communications management Changed because all stakeholder management processes moved to Chptr.13 Was: 5 processes, now: 3 processes in 10: Project Communications management 4 processes in 13: Project Stakeholder management Replaced Distribute information & Report performance by manage communications: creating, collecting, distributing, storing, retrieving and ultimate disposition of project information following the communication management plan Introduction extended with more communication skills: Ed.4 list: listening, questioning, educating, fact-finding, managing expectations, negotiating, resolving conflict, summarizing, recapping, identifying next steps. Ed.5 extended with: Persuading a person, team, organization to take action Motivating to provide encouragement or reassurance Coaching to improve performance and achieve desired results 20

21 4.4 Monitor and Control Project Work T&T: Analytical techniques for forecasting: Regression analysis: statistical technique for estimating the relationships among variables Grouping methods: Grouping data (multi parameter datasets) using computer based modelling techniques Causal analysis: to identify and understand the reasons why things are as they are Root-cause analysis: identify the root causes of faults or problems that cause operating events Times series: the use of a model to predict future values based on previously observed values Scenario building: analyzing possible future events by considering alternative possible outcomes Simulation: the imitation of the operation of a real-world process or system over time Failure mode and effect analysis: a design tool used to systematically analyze postulated component failures and identify the resultant effects on system operations Fault tree analysis: failure analysis in which an undesired state of a system is analyzed Reserve & trend analysis: collecting information and attempting to spot a pattern or trend EVM: Earned Value management 6.6 Develop Schedule Resource optimization techniques: - Resource leveling: resolve resource constraints by adjusting start-finish dates of activities: may change critical path and completion date - Resource smoothing: activities delayed within the free/total float, no adjustment of critical path and completion date. 21

22 Appendix X3: Interpersonal skills In PMBoK edition 4: Leadership Team building Motivation Communication Influencing Decision making Political & cultural awareness Negotiation Added to PMBoK edition 5: Trust building: ability to build trust across team & stakeholders: cooperation, information sharing, problem resolution Conflict management: PM to develop skills and experience, adapt personal conflict management style Coaching: help people to recognize their potential though empowerment and development Summary New Knowledge Area: Project Stakeholder Management 3 new planning processes: 5.1 Plan Scope management 6.1 Plan Schedule management 7.1 Plan Cost management Many other changes One more change: meetings, meetings, meetings... 22

23 Meetings New T&T: Meetings (appears in several processes). 3 types of meetings: Information exchange Brainstorming, option evaluation, design Decision making. Types should not be mixed Agenda, purpose, objective, timeframe, minutes Face-to-face vs virtual meetings. Thank you for your attention!! mkoens@supplychange.be 23