The continuous progress in the profession always driving changes and updates necessary to improve the practice among all the cultures. The Project Management Body of Knowledge (PMBOK® Guide) is a collection of processes and knowledge areas accepted as a best practice for the project management profession and it has to remain relevant to most projects, most of the time, for most of practitioners. (PMBOK® Guide) is being updated this year. This session shall provide insights into the new Sixth Edition, including a brief look at the new chapter on role of the project managers. For each Knowledge Area, there are new sections too, describing key concepts, emerging trends, and different considerations. Besides that, by attending this session you will be able to explore what are new, the main changes and understand how the new (PMBOK® Guide) will better fasten with the PMI Talent TriangularTM.

1. KUWAIT
PROJECT MANAGEMENT CONFERENCE
25-26 April 2017 - Kuwait
Insights into
Project Management Body of Knowledge
(PMBOK® Guide) - Sixth Edition
TAREQ A. AL BEHEIRI, PMP,PMI-ACP
#kuwaitpmc
2017
1

2. 2

3. 3
What is the PMBOK©

4. 4
The PMBOK
©
A global standard and guide for Project
Management profession
WWW.PMI.ORG
one of the world largest non-profit association for PM profession

5. 5
What is the Purpose?
PROVIDEIDENTIFY
Common

6. 6
The PMBOK History
109999
Knowledge
Areas
4742443937Processes

7. 7
(PMBOK® Guide) - Sixth Edition
10Knowledge Areas
49Processes

8. 8

9. 9
Why Update the 5th Edition
Progress in Profession
Change in World
Compliance

10. 10

11. 11
PMBOK Components
a. Guide
b. Standard
c. Supplements
PMBOK comprises three parts:

12. PMBOK
Guide
72%
PMBOK
Standered
7%
PMBOK
Supplements
21%
PMBOK 5th
Edition Components
Guide
444 Pgs
Standard 46 Pgs
Supplements
128 Pgs
618PAGES
12

13. 13
A. The Guide
A guide to project management body of
knowledge
A.1
Front- End
A.2
Knowledge
Area
Chapter (1-3) Chapter (4-13)
Not ANSI Standard ANSI Standard

14. 14
B. The Standard
A standard for project management
Section (i)Section (ii)
According to
the American National Standards Institute (ANSI)
ANNEX 1

15. 15
C. Supplements
Things that complete and enhance the guide
C.1
Appendices
C.2
References
C.3
Glossary
C.4
Index

16. 16

17. 17
What is the standard?
According to ISO
A document approved by a
recognized body that provide for
common and repeated use
rules,guidelines,or characteristics
for products,processes,or services
with which compliance are not
mandatory ISO 9453

18. 18
Standard means…
A set of principles and rules considered by
an authority or general consent
as a basis of comparison and
judgment in approved model

19. The Standard Components
Section (i)
Introduces
The Role of Project
Management
Includes
Abbreviated
Key Concepts
Describes
Project Management
Process Groups
(IPECC)
Describes processes, grouped
into Process Groups
Key Benefit
Inputs
Outputs
Section (ii)
19

20. 20
Standardization
of the PMI
In 1998,PMI was accredited as a
standards developers by ANSI?
This process was outlined in the
ANNEX Part
and described in
the PMBOK Guide 5th edition part

21. Approved
AMERICAN NATIONAL
STANDARD
ANSI/PMI 99-001-2013
21

22. 22
What is the standard
for
PROJECT MANAGEMENT?
ANSI requires an update at least every Fiveyears

23. 23
Requirements for COMPLIANCE
ANSI Formal Review Process
requires
BMBOK Guide
Exposure Draft
All comments reviewed formally
Decisions can be appealed and adjudicated
Member Advisory Group Review (MAG (
Consensus body vote

25. 25

26. B.in the Guide
26

27. Front – End
(Chapter (1-3
Chapter 1
Chapter 2
Chapter 3
Introduction
Organizational Influence And Project Life Cycle
Project Management Processes
Cover key principles and broad concepts
Not an ANSI Standard
Formal Exposure Draft processNot REQUIRED
Reviewed along with Knowledge Area
chapters 4-1327

28. What’s new for the Front – End
(Chapter (1-3
Restructure
3=2
+1
Chapter 3 :The Role
of28

29. In the presence of a comprehensive knowledge
Area about the STAKEHOLDERS, Do you see good
importance to specially add a new chapter on the
PROJECT MANAGER role at the PMBOK® Guide

30. In your perspective, What is the most important
role(s) required from the Project Manager
orchestra

31. The New chapter Focus
Will discuss the PMI Talent Triangle™
and the skill sets organizations
demand that make project managers
more competitive and relevant

32. Link the New chapter with the
PMI Talent Triangle™

33. knowledge Areas
(Chapter (4-13
Chapter 4
Chapter 5
Chapter 6
Integration
Scope
Time
Chapter 7 Cost
Chapter 8 Quality
Chapter 9 Human Resources
Chapter 10 Communication
Chapter 11 Risk
Chapter 12 Procurement
Chapter 13 Stakeholders
Cover project management knowledge areas
Introductory
section / each
Processes with
inputs, tools & techniques, outputs
An ANSI Standard
Formal Exposure Draft process
1 2
33

34. Introductory Section
1
Common structure for
each knowledge area
Definition
Key Benefits
List of Processes
Overview Diagram
Data Flow Diagram
Key Concepts
Number of processes
with
inputs, tools &
techniques, outputs
2
34

35. What’s new for knowledge Areas
Chapter (4-13) Introductory Section
Improve
Trends and Emerging Practices
Approach for Iterative, Adaptive and
Agile environment
Tailoring Considerations
Consistency across knowledge areas
35

36. What’s new for knowledge Areas
Chapter (4-13) Processes with ITTO Section
ITTO Bundling
Inputs outputsT&T
36

37. What’s new for knowledge Areas
Chapter (4-13) Processes with ITTO Section
Grouping (T&T)
under Heading of AFFINITIES
DataGathering
DG
DataAnalysis
DA DecisionMakingDM
Interpersonal
andteamskills
ITS
Communication
skills
CS
Communication
COM
1 2 3 4 5 637

38. 1
2
3
4
5
6
Grouping (T&T)
under heading of affinities
38

39. The process of COLLECT REQUIREMENTS
Fifth Edition Sixth Editionin
39

40. 1. Project management
plan
2. Project documents
1. Project management
plan update
2. Project documents updates
What’s new for knowledge Areas
Chapter (4-13) Processes with ITTO Section
Simplify (IO)- Not Listed Individually
Individual project management PLAN components and
project DOCUMENTS are listed beneath table:
Schedule management plan, Scope baseline, Cost estimates, Risk register
Inputs outputs
1 …..
2….
3…..
T&T
40

41. Detailed Changes
41

42. Detailed Changes in the Knowledge Areas
Rearrange
+Processes
3
*Processes
6
-Processes
1
ADD Rename Remove
*Knowledge
Area
2
Rename
42

43. Manage Project Knowledge
Control Resources
Implement Risk Responses
4.Integration
3.Excuting
+
4.Control
9.Resources
+
3.Excuting
11.Risk
+
43
Adding Processes

44. Rename Processes
• SIX processes have different names.
• In order to :
 Be aligned the process name with the intent of it
 To align with RESEARCH showing that project
management is more about FACILITATING and
MANAGING than CONTROLLING,
 THREE of them have shifted from a Control
function to a Monitor function.

45. Fifth Edition Sixth Edition
KA8
KA9
KA10
KA11
KA13
KA13
45
Rename Processes
6

46. Close Procurement
12 Procurement
5Closing
-
46
Remove Processes

47. Fifth Edition
Sixth Edition
KA6
KA9
Human Resource Management
Time Management
Project Schedule Management
Project Resource Management
47
Rename KAs

48. 4. Integration Management
48

49. 5. Scope Management
49

50. 6. Schedule Management
50
• emphasizing the importance of
scheduling in project management.
• aligns with PMI’s Practice Standard
for Scheduling.

51. 51

52. 8. Quality Management
52

53. 9. Resources Management
53
• discuss both TEAM resources
and PHYSICAL resources

54. 10. Communication Management
54

55. 11. Risk Management
55

56. 12. Procurement Management
56

57. 57
The function of the
Close Procurement process
Control Procurements Close Project or Phase
- Research shows that few project managers have the
authority to formally and legally close a contract.
- Project managers are responsible to determine that
work is complete, records indexed and archived, and
responsibilities transferred appropriately.
- Project managers have no included work associated
with Close Procurements within the aforementioned
processes.

58. 13. Stakeholders Management
58

59. 7. Cost Management
59

60. A.in the Standard
60

61. The main change in the Standard
Simplification of IO table
- Not Listed Individually
1. Project management plan
2. Project documents
……….
1. Project management plan
update
2. Project documents
updates ……….
Individual project management plan components and project
documents are listed beneath table:
Schedule management plan, Scope baseline, Cost estimates, Risk register
Inputs outputs
61

62. Example of IO Simplification
62

63. 63

64. Why use simplified IO structure?
David Hillson
6th Ed.Core committee
Vice Chair
1. Provides a stable foundation
for future updates
Project management plan and Project documents
will always be inputs and outputs in IO table,
although specific components and documents may change
in future updates
64

65. Why use simplified IO structure?
David Hillson
6th Ed.Core committee
Vice Chair
2.Non-prescriptive, emphasizing
need for tailoring
- Specific Project management plan components and
Project documents are likely to be different for different
projects
- PM is responsible for identifying what is needed for
their project65

66. C. Supplements
66

67. What’s new for Supplements
Index- References – Glossary – Appendices

68. 68

69. Guidelines for Updating
69

70. 70
when will the new edition be
released?

71. (Sept)2017
6.Final version will be
released
7.Printed version will
become available
Beginof2018
1.Development work
completed
December2015
2.Exposure Draft period
June-July2016
3.All comments reviewed
(July)2016
4. Integration, QC and final edit
(Aug)2016
5. CEO approval
(Sept)2016new PMP® Exam update to be based on PMBOK® Guide 6th edition
is in the first quarter of 2018
2017
2017
2017
2017

72. My Biography
in 4 snapshots
Instructor Construction manager
volunteer Civil engineer
72

73. • Name | (TAREQ A. AL BEHEIRI)
• Email | (tareq742@yahoo.com)
• Mobil | + 965 97818174
73