PMBOK edition 5 update
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This presentation provides the changes between Edition 4 and Edition5 of the PMI Project Management Book of Knowledge.
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PMBOK edition 5 update
- 1. Project Management Book of Knowledge - Evolution Juha Salenius August 19, 2013 Edition 5
- 2. Agenda Introduction Why it’s important What’s Changed Change Details Process Details Summary Q&A 8/21/20132 Reference: Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)- Fifth Edition. Newtown Square, PA: Project Management Institute, Inc.
- 3. Introduction Juha Salenius BS – New York Institute of Technology PMP earned in 1998 PMI-ACP earned in 2013 Business background NCR Intel Kontron 8/21/20133
- 4. Why it’s important Culmination of lessons learned since 2008. State of the art – PMI perspective Baseline for the PMP and CAPM cert. exam Presentation can augment Edition 4 training 8/21/20134
- 5. What’s Changed Significant changes between Edition 4 & 5 One Knowledge Area added Seven new processes Two moved processes Twelve name changes Eleven new process definitions 8/21/20135
- 6. What’s Changed Project Management Plan is an input All Knowledge Areas have subsidiary plans Every KA but HR have control processes New Process flow Work performance data Work performance information Work performance report 8/21/20136
- 7. What’s Changed 8/21/20137 Direct and Manage Project Work Control Processes (9) Monitor and Control Project Work Develop Project Management Plan Work Performance Data Work Performance Reports Work Performance Information Plan Updates
- 8. What’s Changed Major changes to the Glossary Sections, not chapters Project Communications split Stakeholder Management added Added Annex A1 8/21/20138
- 9. Change details Seven new processes Plan scope management Plan schedule management Plan cost management Plan stakeholder management Control stakeholder management Manage communications Control communications 8/21/20139
- 10. Change details Two processes deleted Distribute information – in communications management Report performance – in communications management 8/21/201310
- 11. Process details 8/21/201311 Rationale Reinforce that this process applies beyond just the execution process
- 12. Process details 8/21/201312 Rationale Plan added for consistency Validate the deliverables, not just verify
- 13. Process details 8/21/201313 Rationale Agile concepts added to Develop Schedule
- 14. Process details 8/21/201314 Rationale Added emphasis on reserve analysis Added figure defining budget components Added new table - Earned Value calculations
- 15. Process details 8/21/201315 Rationale Expanded tool discussion Added figure for comparing quality processes Added new input – Collect Req. to Plan QM
- 16. Process details 8/21/201316 Rationale Re-named subsidiary plan No other significant changes
- 17. Process details 8/21/201317 Rationale Re-focused to project specific communications
- 18. Process details 8/21/201318 Rationale Positive Risks renamed to Opportunity Expanded several risk concepts
- 19. Process details 8/21/201319 Rationale Re-named to support consistency
- 20. Process details 8/21/201320 Rationale Ensuring appropriate level of engagement Align SPMV3 and ISO 21500 Differentiates between project & stakeholder
- 21. Process details Annex A1 The Standard for Project Management of a Project A stand-alone ANSI-approved standard 8/21/201321
- 22. Summary The changes One Knowledge Area added Seven new processes Two moved processes Twelve name changes Eleven new process definitions Compare, contrast & change if necessary 8/21/201322
- 23. Q&A 8/21/201323
Editor's Notes
- Self explanatory
- I’ve been a member of the PMI since 1998 and served on the board. Continued as an active member as an adjunct instructor at Midlands Tech teaching the PMI PMP prep class.Kontron, four business units, all different products and volumes. Key indicator from one, single board computers “the spec is never signed off until just before launch.” What type of environment are we looking at? Agile. Other BUs were waterfall agile hybrids. Four types of project life cycles:Predictive, Iterative, incremental, and adaptive
- PMBOK rev 4 released 2008It’s difficult to communicate lessons learned to future PMs so PMI uses this document to encapsulate learning and present it to future practitioners.
- Twelve name changes:Direct and Manage Project Execution to Direct and Manage Project Work.Verify Scope to Validate ScopePlan Quality to Plan Quality ManagementPerform Quality Control to Control QualityDevelop Human Resource Plan to Plan Human Resource ManagementPlan Communications to Plan Communications ManagementDistribute Information to Manage CommunicationsReport Performance to Control CommunicationsMonitor and Control Risks to Control RisksPlan Procurements to Plan Procurement ManagementAdminister Procurements to Control ProcurementsManage Stakeholder Expectations to Manage Stakeholder Engagement
- The Project Management Plan is the major central planning document for guiding further project planning and execution. It’s connected to all knowledge areas. For all subsidiary plans (xxxx) the project management plan is listed as the key input. For control processes, the key input is “project management plan’ rather than specific subsidiary plans and the output of the control processes is “project management plan updates” rather than an update to a specific subsidiary plan.
- Work performance data – raw observations identified during activities. Examples – percent of work completed, start/finish dates, number of change requests.Work performance information – data collected from controlling processes. Examples – status of deliverables, status of change requests, forecasted estimates to complete.Work performance reports – physical or electronic representation of work performance information compiled in project documents, to be used for generating decisions, raise issues, actions or awareness. Examples – status reports, memos, electronic dashboards, recommendations, & updates.
- Glossary harmonizes all terms between all PMI documents e.g., PMI Lexicon of Project Management Terms, Organizational Project Management Maturity Model (OPM3), etc. Removed all terms not used on PMBOK Fifth Edition.Communications Management focuses on communications needs of the project.Stakeholder Management focuses on their expectations, their project impact, strategies in dealing with the stakeholders, maintaining continuous dialog, addressing issues and foster appropriate stakeholder engagement in project decisions and activities (PMI, 2012). Aligns with the new ISO 21500 standard – “Guidance on project management.” 01/09/2012Annex A1 was chapter 3 in PMBOK version 4. It’s a foundational reference for PMI’s project management professional development programs.
- The last two processes replace two older processes
- These were replaced with manage communications & control communications
- Direct and manage project execution was changed to direct and manage project work to better align with its definition and reinforce that this process applies beyond the execution processes.
- Plan Scope management was added to ensure consistency across all project planning processes and to reinforce that subsidiary plans are developed to plan the details for each major Knowledge Area. Verify scope changed to validate scope to show that this is not just about accepting deliverables but also validate that the deliverables will deliver value to the business & will fulfill project objectives.
- We’ve already discussed adding the subsidiary plans to Knowledge Areas. Some process definitions were revised for clarity in Define Activities, Estimate Activity Resources, Estimate Activity Durations, and Control Schedule. Agile concepts were incorporated into the Develop Schedule process.
- The same for Cost plan addition.Added Knowledge Area emphasis on reserve analysis including contingency and management reserves. Added new figure for project budget components, fig. 7.8Added a new table listing all Earned Value calculations. Table 7.1
- Renamed processes to be consistent.Quite a few changes to this Knowledge Area. Expanded discussion on various tools and techniques in Quality Management.An excellent figure 8.2 comparing IPECC (Initiate, Plan, Execute, Control. & Close), PDCA (Plan, Do, Check, & Act), Cost Of Quality (COQ), Quality Assurance (QA) and Control Quality over the five Process Groups. A new input to tie Collect Requirements to Plan Quality Management.
- Added Plan renaming for consistency.No significant changes to Knowledge Area.
- Re-focused to the activity of communications performed in projects to ensure efficiency.
- No significant changes other than the renaming of Control Risks.Minor change from “positive risks” to “opportunity.” Expanded concepts of risk attitude, risk appetite, risk tolerance , and risk thresholds.
- Renaming to support consistency.
- Not only about managing stakeholders expectations but actively working to ensure an appropriate level of engagement in decision making and activities in a project.Stakeholder engagement is one of the keys to overall project success.Alignment between “PMBOK Guide” and “The Standard for Project Management.”Better aligns with ISO 21500 – “Guidance on project management”Differentiates between stakeholder and project communications to collect, store, organize and distribute project information.
- This section was chapter 3 in PMBOK version 4.Section 3 is now transitions section 2 and the Knowledge Area of the PMBOK.
- Now is the time to review your own company’s processes and see if there is anything that needs to be improved based on the latest learning. This is what the change to the PMBOK is all about, distributing learning throughout the industry.