PMBOK 6 changes my mail ahmedhegazy.pmp@gmail.com

1. Top PMBOK Guide 6 Changes

2. PMBOK 5
47 Processes
PMBOK 6
49 Processes
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No of processes changes from 47 to 49

3. PMBOK 5
47 Processes
PMBOK 5
49 Processes
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Manage Project Knowledge
Added
This was added to address the need for knowledge
management in projects. Due to the distributed and
mobile nature of the modern workforce, there’s more
focus on knowledge management and information
management, so that knowledge and information does not
get lost.
A key output of this process is the lessons learned
register.
PMI emphasizes the need to learn continually throughout
the project rather than waiting until the end to reflect.

4. PMBOK 5
47 Processes
PMBOK 5
49 Processes
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Estimate Activity Resources
Moved to Project Resource Management
Since the Knowledge Area Project Human
Resource Management has been repurposed as
Project Resource Management (taking both
human and physical resources into its folds), the
Estimate Activity Resources process has been
moved to the Project Resource Management.

5. PMBOK 5
47 Processes
PMBOK 5
49 Processes
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Control Resources
Added
n the Fifth Edition, Project Human Resource
Management had no “Monitoring and Controlling”
process. That was indeed puzzling. With the
Sixth Edition, the Control Resources process has
been added under the Monitoring and Controlling
Process Group

6. PMBOK 5
47 Processes
PMBOK 5
49 Processes
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2
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5
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Implement Risk Responses
Added
Implementing Risk Responses was previously
considered part of Monitor and Control Project
Risk Process. But now it has been separated into
a separate process under the Executing Process
Group.

7. PMBOK 5
47 Processes
PMBOK 5
49 Processes
1
2
6
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Close Procurements
Eliminated
Close Procurements eliminated, and merged into
Control Procurements and Close Project or Phase
processes, According to market research done by PMI,
contracts are usually closed by contracts, procurement or
legal departments, and not by project managers. Therefore,
information from Close Procurements about evaluating all
completed deliverables and comparing them to the contract
was moved into Control Procurements. Information about
administrative, communications, and records was moved to
Close Project or Phase.

8. Process Change
Manage Project Knowledge Added
Estimate Activity Resources Moved to Project Resource Management
Control Resources Added
Implement Risk Responses Added
Close Procurements Eliminated
Summary of Process Changes
Five processes have been either added, or moved to a different Knowledge Area, or entirely
removed from the Sixth edition.

9. Old Process Name New Process Name
Perform Quality
Assurance
Manage Quality
Plan Human Resource
Management
Plan Resource Management
Acquire Project Team Acquire Resources
Develop Project Team Develop Team
Manage Project Team Manage Team
Control
Communications
Monitor Communications
Control Risks Monitor Risks
Plan Stakeholder
Management
Plan Stakeholder Engagement
Control Stakeholder
Engagement
Monitor Stakeholder Engagement
The use of the term “Control” has been replaced with
“Monitor” especially in processes that involve people.
Research shows majority of quality tools and techniques are no longer
used in the industry and quality in today's world refers to managing
quality to the quality management plan.
Changes in processes names

10. As a correction to the
wrong that only schedule
can be managed, not time
To keep an eye on all
resources - not just human
resources. This includes
physical - equipment,
supplies, and material, and
of course, human resources.
Changes in knowledge area names

11. • New sections for Agile Development
• The Agile concept is incorporated in all 10 knowledge areas. Each knowledge area will contain a section
entitled Approaches for Agile, Iterative and Adaptive Environments, describing how these practices integrate
project settings.
• A new strategy, “Escalate Responses” is added
• empowering a Project manager to increase the risk to the appropriate party so that the risk is no longer
his/her responsibility. Once escalated, the Project Manager will now have the option of :Either removing the
risk from the project’s risk register after analysis
• Or keeping it in the risk register, but classifying it as “Escalated/Assigned To.”
• New Chapter 3 will be devoted to “The Role of the Project Manager”
• where many aspects of the Project Manager’s role will be specifically mapped to the PMI Talent Triangle.
• There will be distinction between "Communication" (as in communicating between two people) and
"Communications" (artifacts, such as published emails).
• Lessons Learned Register is an important output of the “Manage Project Knowledge” process
• Project Scope Management – both Project Management and Business Analysis are emphasized as they
work together to achieve the best project goals

12. Resources
https://www.deepfriedbrainproject.com/2017/09/pmbok-guide-6th-edition-changes.html
https://www.visual-paradigm.com/guide/pmbok/pmbok-6-10-knowledge-areas-and-49-processes/
https://www.4pmti.com/PMBOK-6th-ed-changes.aspx
https://www.izenbridge.com/blog/pmbok6-changes/
https://www.project-management-prepcast.com/free/pmp-exam/articles/853-pmbok-6-release-date-and-timeline
https://edward-designer.com/web/top-pmbok-6-changes/