1
Major Changes with
PMBOK
®
Guide –
Fifth Edition
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The Standard for Project Management
of a Project
•
Moved content from Section II “The Standard for Project
Management of a Project” to Annex-A1
•
New section 3 addresses project management
processes and Process Groups as in previous editions
of
PMBOK
®
Guide
– Does not include the summary of the discrete processes within
each Process Group
3
New Knowledge Area
•
Split chapter 10 “Project Communications Management” into
2 knowledge areas within 2 sections
– Section 10: Project Communications Management
• Focused Project Communications Management to planning , collecting,
storing, and disseminating project information, and monitoring overall
communications effectiveness
• Moved the report project performance process into the controlling
processes
– Section 13: Project Stakeholder Management
• New Knowledge Area to increase focus on identifying and engaging
stakeholders
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Project Data and Information Flow
•
New model for consistency in handling work execution
data and information flow
5
Planning Processes and Project
Management Plan
•
Added four planning processes
– Scope, Time, Cost, and Stakeholder Management
•
Reinforces concept that each major Knowledge Area
has a planning process focusing on how that area will
be planned and executed
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Consistency Changes
•
Harmonized definitions found in both PMBOK
®
Guide, PMI
Lexicon, and other PMI standards
•
Renamed processes for consistency
– Processes creating subsidiary plans named
Plan {XXX}
Management
– Monitoring and controlling processes named
Control {XXX}
•
Cleaned up ITTOs to address “orphans”, update tools &
techniques, and improve consistency
•
Reinforced concept to improve value to project by
7
Formatting Changes
•
Removed section headings for sections I, II, III, and IV
– Change made after Section II – The Standard for Project
Management of a Project moved to Annex A1
•
Removed chapter headings
– Chapters are now sections, numbered 1 – 13
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Section Changes with
9
Increased Discussion in Introductory
Sections 1 & 2
•
Realigned and harmonized text in addressing projects,
programs, and portfolios
•
Increased discussion of PMOs and differences between
project and operations management
•
Added section to address characteristics and structures
of project teams
•
Expanded discussion on project life cycles and phases
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Section 3 – Project Management
Processes
•
Kept discussion on project management processes and
Process Groups
•
Added new section addressing project information
– Work performance data – raw observations and measurements
– Work performance information – analyzed performance data
from controlling processes
– Work performance reports – physical or electronic
representations of work performance information
11
Section 4 – Project Integration
Management
•
Renamed Direct and Manage Project Execution to
Direct and Manage Project Work
•
Added Table 4-1 “Differentiation Between Project
Management Plan and Project Documents” to show
distinction between Project Management Plan and
project documents
– Brought table A1 from Fourth Edition forward into discussion of
Project Management Plan
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Table 4-1
13
Section 5 – Project Scope Management
•
Brought back process for Plan Scope Management
•
Renamed Verify Scope to Validate Scope
•
Revised definition for Collect Requirements to make
clear this process focuses on collecting all requirements
for project success
•
Added Table 5-1 “Elements of Project Charter and
Project Scope Statement” to illustrate the differences
between the detail found in these project documents
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Section 6 – Project Time Management
•
Updated to align with
Practice Standard for Scheduling
– Second Edition
.
•
Brought back process for Plan Time Management
•
Agile concepts were incorporated into Develop
Schedule process
•
Updated/added figures and text to clarify scheduling
concepts
15
Section 7 – Project Cost Management
•
Updated to align with
Practice Standard
for Estimating
and the
Practice Standard for Earned Value
Management
– Second Edition
•
Brought back process for Plan Cost Management
•
Added emphasis on reserve analysis including
contingency and management reserves
•
Added Table 7-1 on Earned Value Calculations Summary
•
Added figure to illustrate the various components making
up the project budget
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17
Section 8 – Project Quality Management
•
Renamed Plan Quality to Plan Quality Management and
Perform Quality Control to Control Quality
•
Expanded discussion on various tools & techniques
•
Added
figures to summarize the seven basic quality
tools and the seven quality management and control
tools.
•
Added figure on IPECC and PDCA Cycles in Relation to
QA, QC, and COQ
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19
Figure 8-7
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21
Section 9 – Project Human Resource
Management
•
No significant changes were made in this section
•
Changes consist primarily of some added or modified
inputs, tools and techniques, and outputs
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Section 10 – Project Communications
Management
•
Moved information on stakeholder management to section 13
•
Processes for Distribute Information and Report
Performance were reworked to clear up confusion
between these processes and their overlap with controlling
processes
•
Section 10 processes are now:
– Plan Communications Management
– Manage Communications
23
Section 11 – Project Risk Management
•
Text was added to expand upon the concepts of risk
attitude, risk appetite, risk tolerance, and risk thresholds
•
Moved emphasis away from the term “positive risks”
toward “opportunity” to better align with feedback
•
Risk still defined as, “An uncertain event or condition that,
if it occurs, has a positive or negative effect on one or
more project objectives”
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Section 12 – Project Procurement
Management
•
Reorganized some content to align with feedback received
•
Renamed Administer Procurement to Control Procurement
•
Cleaned up or modified some inputs, tools and
techniques, and outputs for consistency and to
accommodate feedback received
25
Section 13 – Project Stakeholder
Management
•
New section; brought forward content for Identify Stakeholders
and Manage Stakeholder Expectations
– Renamed Manage Stakeholder Expectations to Manage Stakeholder
Engagement
•
Added processes for Plan Stakeholder Management and
Control Stakeholder Engagement
•
Stakeholder Management processes are:
•
Shifted emphasis focus to the importance of appropriately
engaging project stakeholders
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
