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Discussion Fifth Edition PMBoK
International Relations Committee PMI-J
Tokyo, Japan
January 10th 2013
By Robert Higgins PM...
PMBoK Evolution
• Review the Fifth Edition
• Our fear is that what we knew changed.
• We hope that the Fifth Edition is be...
Roadmap
• ANNEX
• ISO 21500 Project Management Standard
• Strategic Value
• Process Group Baseline (Fourth)
• Process Grou...
Fifth Edition Creation of Annex or
The ANSI Approved Standalone
• Rearrange Chapter 3
• Moved and Expanded Sections in the...
ISO21500
• Explicitly aligned with ISO215000 X1.1
• PMI relationship
• ISO Secretariat was hosted by USA ANSI
• Inputs and...
Strategic Value ISO 21500 and
Fifth
• Global Recognition
• Common Lifecycle Model
• IPEMCC vs IPICC
• Quality
• Risk
• Kno...
Process Group Fourth (Baseline)
• 42 processes
Fourth
Process
Chart
ISO 39 Process Group
• Merge Distribute Information and Report Performance
• Report Performance
• Merge Qualitative and Qu...
ISO
21500
Process
Chart
Fifth Changes 47 Processes
• Rename or “Harmonize”
• All Knowledge Areas have same
• (Plan {Something} Management)
• Distr...
Fifth
Process
Chart
Baseline Differences Stakeholder
Management Knowledge Area
• Fifth Definition
• Project Stakeholder Management includes th...
Stakeholder Management – 5th
edition
•2X2 matrix representation of stakeholders is not the
best way to map stakeholders
•A...
Stakeholder Management – 5th
edition
•Another good point: defines engagement
levels
–Unaware
–Resistant
–Neutral
–Supporti...
Stakeholder Management – 5th
edition
More complete about stakeholders than
before – a good thing
•It alerts PMs to the nee...
A better way to manage
stakeholders
Dr. Lynda Bourne
3.8 Project Information
• Data Information Knowledge Wisdom Model
• Work Performance Data. The raw observations and
measur...
Refined Data Model
• Execution/
Monitor
Produces
Data
• Control
Produces
Information
• Monitor and
Control
Produces –
Repo...
Deliverable Cycle
• 5.4.3.1 Create WBS > Output > Scope Baseline
• WBS
• Major Deliverables
• WBS dictionary
• Deliverable...
Does Fifth Comply with ISO?
• ISO 4.3.8 Collect Lessons Learned
• Deliverable-Lessons Learned document
• Fifth Edition 4.6...
Roadmap
• ANNEX
• ISO 21500 Project Management Standard
• Strategic Value
• Process Group Baseline (Fourth)
• Process Grou...
PMBoK Evolution
• Review the Fifth Edition
• Our fear is that what we knew changed.
• We hope that the Fifth Edition is be...
Align PMBoK Fifth
with ISO 21500
• Robert.Higgins.V@gmail.com
• ISO 21500 and PMBOK Material used for educational use
• Re...
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Discussion PMBoK Fifth Edition vs Fourth Edition vs ISO 21500 Project Management

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Presentation with Dr. Lynda Bourne on the key change is the Fifth Edition PMBOK Guide in comparison to other Project Management Standards; ISO 21500 and the Fourth Edition ANSI/PMI 99-001-2008.

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Transcript of "Discussion PMBoK Fifth Edition vs Fourth Edition vs ISO 21500 Project Management"

  1. 1. Discussion Fifth Edition PMBoK International Relations Committee PMI-J Tokyo, Japan January 10th 2013 By Robert Higgins PMP Chairman IRC Creative Commons Share and Share Alike
  2. 2. PMBoK Evolution • Review the Fifth Edition • Our fear is that what we knew changed. • We hope that the Fifth Edition is better and increases our chances for successful projects. • What I learned is the Fifth is a Stable subtle improvement.
  3. 3. Roadmap • ANNEX • ISO 21500 Project Management Standard • Strategic Value • Process Group Baseline (Fourth) • Process Group ISO • Process Group Fifth • Stakeholder Management • 3.8 Project Information (DIKW) • Deliverable Cycle
  4. 4. Fifth Edition Creation of Annex or The ANSI Approved Standalone • Rearrange Chapter 3 • Moved and Expanded Sections in the Annex
  5. 5. ISO21500 • Explicitly aligned with ISO215000 X1.1 • PMI relationship • ISO Secretariat was hosted by USA ANSI • Inputs and Outputs • No Tools and Techniques • Same as ANNEX
  6. 6. Strategic Value ISO 21500 and Fifth • Global Recognition • Common Lifecycle Model • IPEMCC vs IPICC • Quality • Risk • Knowledge/Subject Areas
  7. 7. Process Group Fourth (Baseline) • 42 processes
  8. 8. Fourth Process Chart
  9. 9. ISO 39 Process Group • Merge Distribute Information and Report Performance • Report Performance • Merge Qualitative and Quantitative Risk • Assess Risks • Delete • Collect Requirements • Verify Scope • Plan Risk Management • Close Procurements • Add ☺ • Collect Lessons Learned • Control Resources • Manage Communication
  10. 10. ISO 21500 Process Chart
  11. 11. Fifth Changes 47 Processes • Rename or “Harmonize” • All Knowledge Areas have same • (Plan {Something} Management) • Distribute Information Manage Communication • Report Performance Control Communications • Direct and Manage Project Execution Work • Verify Validate Scope • Control Perform Quality Control • Monitor and Control Risks • Administer Control Procurements • Move from Communication to Stakeholder • Identify Stakeholders • Manage Stakeholder Expectations Engagement • Adds? Or Explicit Clarification • Plan Scope Management • Plan Schedule Management • Plan Cost Management • Adds • Plan Stakeholder Management • Control Stakeholders Engagement
  12. 12. Fifth Process Chart
  13. 13. Baseline Differences Stakeholder Management Knowledge Area • Fifth Definition • Project Stakeholder Management includes the processes required to identify the people, groups or organizations that could be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. • Fifth Reason X1.21 Section 13 • Evolution • Engaging • Key decisions and activities • ISO Definition 4.2.2.3 • The Stakeholder subject group includes the process for identifying and engaging the project sponsor, customer and other stakeholders to understand their needs and requirements, manage their expectations and address their issues as they occur.
  14. 14. Stakeholder Management – 5th edition •2X2 matrix representation of stakeholders is not the best way to map stakeholders •At best it can show 3 aspects of a limited number of stakeholders, •Other limitations are the dimensions themselves: –Power/interest –Interest/impact –Power/influence •This assumes there is one definition for stakeholders but the term is understood differently in the European languages (probably in JapaneseDr. Lynda Bourne
  15. 15. Stakeholder Management – 5th edition •Another good point: defines engagement levels –Unaware –Resistant –Neutral –Supportive and –Leading •Similar to lb methodology but important in preparing communication plan Dr. Lynda Bourne
  16. 16. Stakeholder Management – 5th edition More complete about stakeholders than before – a good thing •It alerts PMs to the need to do more ‘homework’ to prepare for communication •It doesn't say that communication is the ONLY way to engage stakeholders, but ensures that there are more steps after identification before communication plan Dr. Lynda Bourne
  17. 17. A better way to manage stakeholders Dr. Lynda Bourne
  18. 18. 3.8 Project Information • Data Information Knowledge Wisdom Model • Work Performance Data. The raw observations and measurements identified during the performance of the project work, such as measuring the percent of work physically completed. • Work Performance Information. The results from the analysis of the performance data, integrated across areas such as the implementation status of change requests, or forecasts to complete. • Work Performance Reports. The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness. • http://mosaicprojects.wordpress.com/2012/10/20/pmbok-
  19. 19. Refined Data Model • Execution/ Monitor Produces Data • Control Produces Information • Monitor and Control Produces – Reports
  20. 20. Deliverable Cycle • 5.4.3.1 Create WBS > Output > Scope Baseline • WBS • Major Deliverables • WBS dictionary • Deliverables The WBS Dictionary is a document that provides detailed deliverables….. • 4.3.3 Direct and Manage Project Work > Output • 4.3.3.1 Deliverable • 8.3.1.7 Control Quality> • 8.3.1 Input • 8.3.1.7 Deliverable • 8.3.3 Output • 8.3.3.3 Validated Verified Deliverable • A goal of the Control Quality process is to determine the correctness of deliverables • 5.5 Validate Scope> • 5.5.1. Input • 5.5.1.5 Verified Deliverable • 5.5.3 Output
  21. 21. Does Fifth Comply with ISO? • ISO 4.3.8 Collect Lessons Learned • Deliverable-Lessons Learned document • Fifth Edition 4.6.3.2 Close Project or Phase: Output Organizational Process Assets Updates>Make Explicit! • ISO 4.3.19 Control Resources • Deliverables-Change Requests and Corrective Actions • Fifth Edition 4.5.3.1 Perform Integrated Change Control: • ISO 4.3.40 Manage Communications • Deliverables-Accurate and Timely Information and Corrective Actions
  22. 22. Roadmap • ANNEX • ISO 21500 Project Management Standard • Strategic Value • Process Group Baseline (Fourth) • Process Group ISO • Process Group Fifth • Stakeholder Management • 3.8 Project Information (DIKW) • Deliverable Cycle
  23. 23. PMBoK Evolution • Review the Fifth Edition • Our fear is that what we knew changed. • We hope that the Fifth Edition is better and increases our chances for successful projects. • What I learned is the Fifth is a Stable subtle improvement.
  24. 24. Align PMBoK Fifth with ISO 21500 • Robert.Higgins.V@gmail.com • ISO 21500 and PMBOK Material used for educational use • Referenced: ISO 21500, PMBoK Fourth, Fifth • Comparing PMBOK Guide 4th Edition, PMBOK Guide 5th Edition, and ISO 21500 Thierry Labriret, STS www.sts.ch • Comments on ISO 21500 Draft Version, Stanislaw Gasik, PH. D. www.sybena.pl • PMBOK 5th Edition some key changes #1, Lynda Bourne Ph.D. http://mosaicprojects.com This work byhttps://docs.google.com/presentation/d/1i95XIg9Am4thrCdmZgZbbKpR8HcF0YDsR-1m0rEVysQ/edit#slide=id.p33 is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.
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