Revision summary ver2
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  • 1. Revision Summary2013 PMI Project and Program Management Standards Davis L. Davis PMP, PgMP
  • 2. PPPM Standards• Recent revisions to the Project Management Body of Knowledge (PMBOK®) standards have been released as of December 31, 2012.• Three Standards are revised – PMBOK® Guide – Fifth Edition – The Standard for Program Management Third Edition – The Standard for Portfolio Management – Third Edition January 2013 (c) David l. Davis PMP, PgMP 2
  • 3. Moving to Standard’s Standards• Emphasis on alignment, consistency, and harmony among – Relevant PMI Standards – ISO 21500 – PMI Lexicon / Glossary – PMI Role Delineation Study• Knowledge Management (DIKW) Model• Consistent Naming – Process Names and Definition – Inputs – Tools & Techniques - Outputs January 2013 (c) David l. Davis PMP, PgMP 3
  • 4. PMBOK® Guide 5th EditionAlignment with ISO 21500:2012• ISO 21500:2012 is a standard, it is NOT a methodology – Published in October 2012 – Framework of national standards and terminology – ANSI/PMI 99-001-2008 Standard (2012)• Good project management practice• It has been formally accepted and approved by 33 countries• It has a structure similar to the PMI® standard. The basic structure includes: – 5 Process Groups – 10 Subject Groups (knowledge areas) – 39 Processes January 2013 (c) David l. Davis PMP, PgMP 4
  • 5. Multi-PMI Standards Emphasis• PMI Standards – Stakeholder relationships – Analytics Tools and Techniques• Requirements elicitation, definition, and change control• Developing the Project Management Plan as the basis for all sub-plans – Progressive Elaboration – Rolling Wave – Component Management• DIKW• ISO / ANSI Alignment January 2013 (c) David l. Davis PMP, PgMP 5
  • 6. Project Management Standard©Overview of Changes• One new knowledge area• Seven new processes• Two deleted processes• Nine process name changes• Project Management Plan as an input and updates as an output to most planning processes• Many changes to glossary definitions January 2013 (c) David l. Davis PMP, PgMP 6
  • 7. Project Stakeholder Management• Stakeholder Management has been moved as a process in the Communication Knowledge area to its own knowledge are:• This knowledge area contains four processes: – Identify Stakeholders – Plan Stakeholder Management – Manage Stakeholder Engagement – Control Stakeholder Engagement January 2013 (c) David l. Davis PMP, PgMP 7
  • 8. Numeric Labels With TextboxesSeven New Processes Plan Scope Management New addition to ensure consistency across all project planning processes. Plan Schedule Management New focus on initial decisions around control and maintenance of the schedule. Plan Cost Management Lots of changes including a cost management plan. Adding new ITTO’s including analytics techniques & group decision making. Manage Communications Deleted Variance Analysis and called it performance management. Section on communication technology and performance reporting. Control Communications Changes to all ITTOs. Adds meetings and communication models as well as updating to artifacts. Plan Stakeholder Management New Knowledge Area. Much of the content for this comes from the PMBOK® Guide — 4th Edition Communications Management content. Control Stakeholder Engagement All inputs are new. Changes to stakeholder register, project management plan, and issues log. Aligning more with Program Standard. January 2013 (c) David l. Davis PMP, PgMP 8
  • 9. Deletions• Two Processes have been shown the exit – Distribute Information – Report Performance• The ITTO’s and skills are still required and in the standard, just moved to other processes. January 2013 (c) David l. Davis PMP, PgMP 9
  • 10. Process Renaming4th Edition 5th EditionDirect and Manage Project Execution Direct and Manage Project WorkVerify Scope Validate ScopePlan Quality Plan Quality ManagementPerform Quality Control Control QualityDevelop Human Resources Plan Plan Human Resource ManagementPlan Communications Plan Communications ManagementMonitor and Control Risks Control RisksPlan Procurements Plan Procurement ManagementAdminister Procurements Control ProcurementsManage Stakeholder Expectations Manage Stakeholder Engagement January 2013 (c) David l. Davis PMP, PgMP 10
  • 11. Project Management Plan• Significant Changes – Old standard had aggregate of Project Information Nuggets (PINS) in one integrated project plan. – In the Fifth Edition, the process is represented in a more iterative manner where the Planning Process Outputs are still an input• The project management plan is also an input to each of the initial planning processes in each knowledge area. January 2013 (c) David l. Davis PMP, PgMP 11
  • 12. DIKW January 2013 (c) David l. Davis PMP, PgMP 12
  • 13. Stakeholder Management• More integrated with the other standards• Making it a new Knowledge Area is more an attribute of structure than substance.• A consultant’s goldmine. January 2013 (c) David l. Davis PMP, PgMP 13
  • 14. Benefits• Increased Emphasis – Brought into PMBOK Guide – Still main pillar of Program Management• Integration with other knowledge areas – Planning – Benefits Management Plan• New section emphasizes the importance of returning value from the project• Per Mark Langley, single biggest request from business leaders. January 2013 (c) David l. Davis PMP, PgMP 14
  • 15. Emphasis on these Skills• Thinking Skills – Most use the word critical thinking – But all 6 hats are mentioned• Decision Making• Analytics• Anticipation January 2013 (c) David l. Davis PMP, PgMP 15
  • 16. Organizational Project Management• Relationship among portfolio management, program management, project management, and organizational project management• Project Management Office: expanded to include discussion on the types of PMOs – Supportive (low level of control, consultative role; provides best practices, lessons learned, templates, tools, training, and serves as a project repository) – Controlling (moderate level of control; provides support and requires compliance and conformance to governance through specific tools, templates, and methodologies) – Directive (high level of control; controls and directly manages projects) January 2013 (c) David l. Davis PMP, PgMP 16
  • 17. Portfolio Changes• Major overhaul in structure• One Process Group was added and one renamed.• The Defining Process Group contains key processes to define and plan execution of the portfolio processes.• The Monitoring and Controlling Process Group from The Standard for Portfolio Management—Second Edition has been renamed to the Authorizing and Controlling Process Group. January 2013 (c) David l. Davis PMP, PgMP 17
  • 18. Program Management• Return to the domain-orientation of the first edition,• 4 Domains – Strategic Alignment and Life Cycle – Stakeholder Management – Program Governance – Benefits Management• More influence from outside North America January 2013 (c) David l. Davis PMP, PgMP 18
  • 19. Program Management• Sections 1.2, 1.4, and 1.6 were realigned and harmonized with the first sections in the PMBOK® Guide and The Standard for Portfolio Management.• Ensures the information regarding the relationships between projects, programs, and portfolios are treated consistently across all three standards. January 2013 (c) David l. Davis PMP, PgMP 19
  • 20. Change of Knowledge Areas• Program Management Supporting Process – Program Communications Management – Program Financial Management – Program Integration Management – Program Procurement Management – Program Quality Management – Program Resource Management – Program Schedule Management – Program Scope Management January 2013 (c) David l. Davis PMP, PgMP 20