Pmbok5 changes v2

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Differences between PMBOK4 amd PMBOK5

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  • fine!

    I Develop Project Management Plan Data Flow Diagram by Japanease Broked english.
    This figure is drawn with a vertical line 'the new data model'
    (work performance data / infomation / reports,and 'Change requests').

    http://www.slideshare.net/kosejumnichi/pmbok5-dataflowdiagramenglish

    http://www.slideshare.net/kosejumnichi/pmbok-4theditiondataflowdiagramenglish

    Prease compares.
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  • Bridgit is focused very much in the project management space.We assist clients to develop processes for portfolio and project management.We help organisations to set PMOOften corporates request us do an organisation maturity assessment. Here we go in and assess selected number of candidates and assess their knowledge and experience in project management and come out with a gap analysis report with a possible roadmap how to close these gapsFor technology we have developed dashboards for clients on top of Microsoft EPM (Enterprise Project Management)There are times where project management has been outsourced to us and when we send our project managers to help manage their projectsMentoring services are often requested to clients who have sent their staff for trainings to ensure implementations of what was learntWe also act as independent facilitators to faciltate workshops or meetings to for strategic meetings
  • PMA our subsidiary focuses on Project management trainingsWe are a global registered education provider (REP) for Project Management Institute (PMI).PMI is an international STANDARDS body for project managementPMA has developed and franchised various project management and related competency based trainingsWe conduct trainings regularly in the ASEAN region and soon in the middle east and other parts of the world
  • Bridgit today works with strategic partners from various parts of the world. In the ASEAN region we have presence through partners in Brunei, Indonesia, Myanmar and coming soon Vietnam and Singapore. ARES USA & Africa, a company focused in project management services and software solutions uses Bridgit and PMA as a vehicle to expand into the Asian territory
  • Pmbok5 changes v2

    1. 1. Project Management from STRATEGY to DELIVERY* WELCOMEPMBOK5, Whats New?
    2. 2. Project Management from STRATEGY to DELIVERY* Solutions & Services  Process development for Portfolio & Project Management  Constructing a Programme Management Office (PMO)  Competency Maturity Assessments  Technology Solutions  Managing outsourced projects  Professional mentoring services  Professional facilitating services established in 2000
    3. 3. Project Management from STRATEGY to DELIVERY* Focus on Training Global Registered Education Provider (REP) for PMI® since 2003 Project Management related competencies Regular trainings in ASEAN
    4. 4. Project Management from STRATEGY to DELIVERY* Some History • 1969 PMI founded • 1983 PMI Ethic, Standards and Accreditation Report (Standards section - PMBOK) • 1987 Revised PMBOK • 1996 PMBOK® Guide First Edition • 1998 PMI officially accredited by ANSI as a Standards developer • 2000 PMBOK® Guide Second Edition • 2004, Dec 31 PMBOK® Guide Third Edition • 2008, Dec 31 PMBOK® Guide Fourth Edition • 2012, Dec. 31 PMBOK® Guide Fifth Edition
    5. 5. Project Management from STRATEGY to DELIVERY* Some History
    6. 6. Project Management from STRATEGY to DELIVERY* Some History
    7. 7. Project Management from STRATEGY to DELIVERY* Why the new edition? • Incorporate comments and feedback on Version 4 from practitioners • Align PMBOK with: – PMI Lexicon – Other PMI Standards – Scheduling, Risk, Agile, PgMP, etc. – ISO 21500 • Consider project management role delineation study results • Reposition Chapter 3 (The Standard for Project Management) as a standalone, ANSI approved standard (Appendix) within the Fifth Edition
    8. 8. Project Management from STRATEGY to DELIVERY* The Major Changes • Increase from 9 to 10 knowledge areas • Increase from 42 to 47 processes • Bigger. Excl Glossary from 414 to 522 pages
    9. 9. Project Management from STRATEGY to DELIVERY* Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project HR Management Project Communication Management Project Procurement Management Project Risk Management Project Stakeholder Management 10 Project Management Knowledge Areas
    10. 10. Project Management from STRATEGY to DELIVERY* Initiating Planning Executing Monitoring & Control Closing Integration • Develop Project Charter • Develop Project Management Plan • Direct and Manage Project Work • Monitor and Control Project Work • Perform Integrated Change Control • Close Project or Phase Scope • Plan Scope Management • Collect Requirements • Define Scope • Create WBS • Validate Scope • Control Scope Time • Plan Schedule Management • Define Activities • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule • Control Schedule Cost • Plan Cost Management • Estimate Cost • Determine Budget • Control Cost Quality • Plan Quality Management • Perform Quality Assurance • Control Quality Process Group Knowledge Area
    11. 11. Project Management from STRATEGY to DELIVERY* Initiating Planning Executing Monitoring & Control Closing Integration • Develop Project Charter • Develop Project Management Plan • Direct and Manage Project Work • Monitor and Control Project Work • Perform Integrated Change Control • Close Project or Phase Scope • Plan Scope Management • Collect Requirements • Define Scope • Create WBS • Validate Scope • Control Scope Time • Plan Schedule Management • Define Activities • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule • Control Schedule Cost • Plan Cost Management • Estimate Cost • Determine Budget • Control Cost Quality • Plan Quality Management • Perform Quality Assurance • Control Quality Process Group Knowledge Area
    12. 12. Project Management from STRATEGY to DELIVERY* Initiating Planning Executing Monitoring & Control Closing Human Resource • Plan Human Resource Management • Acquire Project Team • Develop Project Team • Manage Project Team Communications • Plan Communications Management • Manage Communications • Control Communications Risk • Plan Risk Management • Identify Risk • Perform Qualitative Risk Analysis • Perform Quantitative Risk Analysis • Plan Risk Responses • Control Risks Procurement • Plan Procurement Management • Conduct Procurements • Control Procurements • Close Procurements Stakeholders • Identify Stakeholders • Plan Stakeholder Management • Manage Stakeholder Engagement • Control Stakeholder Engagement Process Group Knowledge Area
    13. 13. Project Management from STRATEGY to DELIVERY* Initiating Planning Executing Monitoring & Control Closing Human Resource • Plan Human Resource Management • Acquire Project Team • Develop Project Team • Manage Project Team Communications • Plan Communications Management • Manage Communications • Control Communications Risk • Plan Risk Management • Identify Risk • Perform Qualitative Risk Analysis • Perform Quantitative Risk Analysis • Plan Risk Responses • Control Risks Procurement • Plan Procurement Management • Conduct Procurements • Control Procurements • Close Procurements Stakeholders • Identify Stakeholders • Plan Stakeholder Management • Manage Stakeholder Engagement • Control Stakeholder Engagement Process Group Knowledge Area
    14. 14. Project Management from STRATEGY to DELIVERY* Other General Changes • New knowledge area: Stakeholder Management • Management plans for all knowledge areas • New concepts: Business Value, Prematurely Terminated Projects, Risk Appetite, Risk Threshold and Risk Attitude • Realignment of terminology and introduction of the DIKW principles • Changed concepts: PM, Stakeholder, Sponsor • Significantly expanded and improved glossary
    15. 15. Project Management from STRATEGY to DELIVERY* Knowledge Management Connection • Redefined terms to align with the DIKW (data, information, knowledge, wisdom) model used in the field of Knowledge Management – Work Performance Data - The raw observations and measurements identified during activities being performed to carry out the project work – ex. percent of work completed, actual costs – Work Performance Information - The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas – ex. status of deliverables and forecasted estimates 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 – ex. status reports and updates
    16. 16. Project Management from STRATEGY to DELIVERY* New Data Model
    17. 17. Project Management from STRATEGY to DELIVERY* Chapter 1 Introduction
    18. 18. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 1; Introduction • Subprograms and Sub-portfolios • Project Management Office – Supportive PMOs (consultative) – Controlling PMOs (supportive + compliance) – Directive PMOs (directly managing) • Strategy and Governance; Project Manager has to know the organizational governance and strategy to be successful and understand if the organization is mature enough to provide them • Operations and Project Management; – Inclusion of operational stakeholders
    19. 19. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 1 • Organization and Project Management – Inclusion of Project-Based Organizations • Business Value; Introducing and explaining the Business Value concept • Project Manager; – PMBOK® 4: “… the person assigned by the performing organization to achieve project objectives” – PMBOK® 5: “… assigned to lead the team that is responsible for achieving the project objectives” • Enterprise Environmental Factors; Moved to Chapter 2
    20. 20. Project Management from STRATEGY to DELIVERY* Chapter 2 Organizational Influences and Project Life Cycle
    21. 21. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 2 • Stakeholders; – PMBOK® 4: “… persons or organizations, who are actively involved in a project or whose interests may be positively or negatively affected by the performance or completion of a project” – PMBOK® 5: the same as above plus “… if you perceive yourself affected by a decision, activity or the outcome of a project” • Stakeholder types; – Added: Business partners, project team, PMOs – Removed: Portfolio and program managers • Sponsor ; Defined as “… accountable for enabling project success”
    22. 22. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 2 • Project Governance; More detailed Project Governance Framework included • Project Success; – Defined as the completion of a project within the scope, time, cost, quality, resource and risk boundaries agreed on between project and senior managements, – No customer satisfaction - yet • Project Team ; Now responsible for achieving the project objectives, Dedicated and part-time • Project Life Cycles; Further explanation of Predictive, Iterative and Adaptive Life Cycles
    23. 23. Project Management from STRATEGY to DELIVERY* Types of Life Cycle Predictive Life Cycles (or fully plan driven); • Scope, Schedule and Budget determined as early as possible • Normally consists of number of phases. Each phase different in nature with different skill set requirements • Used when product or end result is well understood and well defined Iterative and Incremental Life Cycles; • Developing the project’s end result through a series of repeated cycles with every new cycle enhancing the deliverables of the previous cycle. • Project starts with a high level vision and the detailed scope is elaborated one iteration at the time. • Often used for large and complex projects where feedback and lessons learned are incorporated between iterations
    24. 24. Project Management from STRATEGY to DELIVERY* Types of Life Cycle (continued) Adaptive Life Cycles (also change-driven or Agile); • Adapted to high levels of change and ongoing stakeholder involvement • Used when requirements and scope are difficult to define in advance • Iterative and incremental • Team decides for each iteration what product requirements will be incorporated during the next iteration • After each iteration the product will be reviewed by the customer
    25. 25. Project Management from STRATEGY to DELIVERY* Chapter 3 Project Management Processes
    26. 26. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 3 • Complete removal of all the ITTO (inputs, tools & techniques, outputs) diagrams. Now part of the Annex “Standard of Project Management of a Project” • Monitoring and Controlling Process Group; Described as “background” process group for all other processes • New “Agile” term: Incremental deliverables • Initiating Process Group; – Business case – Project vision • Closing Process Group; Projects can be terminated prematurely
    27. 27. Project Management from STRATEGY to DELIVERY* Chapter 4 Project Integration Management
    28. 28. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 4 • Develop Project Charter ; – Contracts replaced with Agreements as the input (LoA, LoI, SLA, e-mail, verbal agreements, etc.) • Facilitation techniques ; – Summarizing tools and techniques like brainstorming, conflict resolution, problem solving and meeting management • Every data flow diagram now includes the processes which consume outputs from that process
    29. 29. Project Management from STRATEGY to DELIVERY* Chapter 5 Project Scope Management
    30. 30. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 5 • Plan Scope Management; New process • Collect Requirements – Business requirements – Stakeholder requirements – Solution requirements (functional and non-functional) – Transition requirements – Project requirements – Quality requirements • Define scope; New iterative approach to allow progressive elaboration • Validate instead of verify scope
    31. 31. Project Management from STRATEGY to DELIVERY* Chapter 6 Project Time Management
    32. 32. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 6 • Plan Schedule Management; New process • Sequence Activities; – PMBOK® 4: “… mandatory, discretionary and external dependencies” – PMBOK® 5: “… mandatory, discretionary, external and internal dependencies” (a team planning to test a machine which has to be internally assembled first) • Triangular Distribution: tE = (tO + tM + tP) / 3 • Reserve Analysis (Contingency, Management) explained more clearly
    33. 33. Project Management from STRATEGY to DELIVERY* Chapter 7 Project Cost Management
    34. 34. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 7 • Plan Cost Management; New Process • Estimate Costs; – Rough order of magnitude example changed from +/- 50% to -25% to +75% – Definite Estimate changed from +/- 10% to -5% to +10% • Determine Budgets – Management reserve now included in the cost baseline • Control Costs – Earned Value Management – new summary table
    35. 35. Project Management from STRATEGY to DELIVERY* Chapter 8 Project Quality Management
    36. 36. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 8 • Overview – A new table maps the Initiating, Planning, Executing, Monitoring & Controlling, Closing Process groups to Deming’s PDCA (Plan, Do, Check, Act), and other models developed by others and used in Quality Assurance and Quality Control • Plan Quality Management – Cause-and-effect diagrams, flowcharts, checksheets, Pareto diagrams, histograms, control charts and scatter diagrams are now summarized as the new term “7 basic quality tools” • Perform Quality Assurance – Affinity diagrams, process decision program charts, interrelationship digraphs, tree diagrams, prioritization matrices, activity network diagrams and matrix diagrams are summarized as “7 Quality Management and Control Tools”
    37. 37. Project Management from STRATEGY to DELIVERY* Relationships with Quality Models
    38. 38. Project Management from STRATEGY to DELIVERY* Seven Basic Quality Tools
    39. 39. Project Management from STRATEGY to DELIVERY* Seven Quality Management @ Control Tools
    40. 40. Project Management from STRATEGY to DELIVERY* Chapter 9 Project HR Management
    41. 41. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 9 • Plan Human Resource Management – Known in PMBOK® 4 as “Develop Human Resource Plan” • New tool: Multi-criteria decision analysis Including team member selection criteria based on: – Availability – Cost – Experience – Ability – Knowledge – Skills – Attitude – Internal factors
    42. 42. Project Management from STRATEGY to DELIVERY* Chapter 10 Project Communications Management
    43. 43. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 10 • Communication loop – Transmitting a message from the sender to the receiver + acknowledgement of the message by the receiver + getting a feedback • More detailed processes – “Manage Communications” and “Control Communications” renamed from “Distribute Information” & “Report Performance” • Manage Stakeholder Expectations – Moved to the new knowledge area together with the “Identify Stakeholders” process
    44. 44. Project Management from STRATEGY to DELIVERY* Chapter 11 Project Risk Management
    45. 45. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 11 • Risk Appetite, Risk Threshold, Risk Attitude – Risk Appetite is the degree of uncertainty an entity is willing to take on, in anticipation of a reward. – Risk Threshold is a measure of the level of uncertainty or the level of impact at which a stakeholder may have a specific interest. Below that risk threshold, the organization will accept the risk. Above that risk threshold, the organization will not tolerate it. – Risk Attitude is a chosen response to risk influence by perception. • Process update – “Control Risks” renamed from “Monitor and Control Risks”
    46. 46. Project Management from STRATEGY to DELIVERY* Chapter 12 Project Procurement Management
    47. 47. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 12 • Processes update – “Plan Procurement Management” renamed from “Plan Procurements” – “Control Procurements” renamed from “Administer Procurements”
    48. 48. Project Management from STRATEGY to DELIVERY* Chapter 13 Project Stakeholders Management
    49. 49. Project Management from STRATEGY to DELIVERY* Enhancements to Chapter 13 • Identify Stakeholder – no changes • Plan Stakeholder Management – Stakeholders Engagement Assessment Matrix to analyze current and desired levels of engagement presented as the following categories: • Unaware • Resistant • Neutral • Supportive • Leading • Manage Stakeholder Engagement – no changes • Control Stakeholder Engagement – For monitoring overall stakeholder relationships with strategies and plans for engaging them
    50. 50. Project Management from STRATEGY to DELIVERY* Stakeholder Engagement Assessment Matrix Stakeholders Unaware Resistant Neutral Supportive Leading Stakeholder 1 C D Stakeholder 2 C D Stakeholder 3 C, D C = Current Engagement D = Desired Engagement
    51. 51. Project Management from STRATEGY to DELIVERY* Glossary Terms Changes • Project Management Plan – The definition is not required to be formal or approved anymore • Project Life Cycle / Project Phase – The definitions are not required to be sequential anymore • Baseline – Defined as an approved project plan AND as an approved version of a work product • Removed from Glossary – Critical Activity, Slack, Sub-phase
    52. 52. Project Management from STRATEGY to DELIVERY* Q & A
    53. 53. Project Management from STRATEGY to DELIVERY* Thank You

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