Download - White paper changes to the pmbok 4th edition

White Paper onA Project Manager’s Perspective on Changes to the Guide to the Project Management

Body of Knowledge (PMBOK® Guide) Fourth EditionErika Flora, MS, PMP, ITIL Expert - Principal Consultant, Beyond20, [email protected]

I. INTRODUCTIONOn December 31, 2008, the Project Management Institute (PMI®) released the 4 th edition of the PMBOK® Guide, the foundational book used to study and prepare for the Project Management Professional (PMP) exam. On July 1, 2009 the exam changed over to the 4th edition, and project management professionals world-wide now use this new edition to prepare for the PMP exam. So, what has changed? The good news is that many of the core concepts and order of project activities performed are the same as in the 3rd edition. If you took and passed the 3rd edition exam, what you have learned is still valid. If you have studied the 3rd edition material, but have not yet taken the exam, you will, unfortunately, have a lot of process Inputs, Outputs, Tools & Techniques to re-learn and memorize.

Overall, the refresh of the new text mainly consolidates and clarifies previously confusing concepts and includes additional concepts that today’s Project Manager deals with. This white paper outlines these changes, in chronological fashion and in line with how projects are actually being performed (i.e. in order of each of the five process groups - Initiating, Planning, Executing, Monitoring and Controlling, and Closing). Thus, it takes a slightly different slant from other white papers on the subject. For a list of changes according to each of the nine Knowledge Areas, see the Preface to and Appendix A of the Fourth Edition in the PMBOK® Guide (pages XXII-XXIII and 349-357).

II. OVERVIEW OF CHANGESGeneralThe two prevailing themes with the PMBOK® Guide 4th edition changes are that of “clarity” and “consistency”. In teaching 3rd edition classes, students in every class always had some confusion around conflicting definitions and have lots of questions around why some documents are mentioned and why others weren’t as an Process Inputs, Outputs, Tools or Techniques. The 4 th

edition seems to do a good job of addressing and alleviating these types of issues.

Project Management ProcessesFirst, there are now 42 processes detailed in the fourth edition of the PMBOK® Guide, as compared to 44 processes in the 3rd edition. Two new processes have been added, two have been removed, and four other processes have been combined into two, specifically within Project Procurement Management, as detailed below:

New Removed Consolidated Identify Stakeholders Collect Requirements

Develop Preliminary Scope Statement

Scope Planning

Plan Purchases and Acquisitions and Plan Contracting > Plan Procurements

Request Seller Responses and Select Sellers > Conduct Procurements

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A few other processes have changed process groups, for example, “Manage Project Team” is now an Executing process; and “Manage Stakeholders” is now a Monitoring and Controlling process. Also, to improve readability and consistency throughout, all 42 processes are now in verb-noun format. For example, “Scope Definition” has been renamed as “Define Scope”. Since Project Managers are performing these activities within their projects, it makes sense that the processes would be written this way. For those of us used to the process names as they are written in the 3 rd

edition, it takes a little practice to get the names straight in the 4 th edition. However, long term, this is a much more intuitive way to refer to the processes we perform.

Portfolio, Program, and Project ManagementIn chapter 1 of the PMBOK® Guide 4th edition, there is additional information on the differences between managing a Portfolio, Program, and Project as many project managers are now finding themselves managing programs and even portfolios; and it is important to understand and be able to communicate the differences between them. I find this is a common question from team members and other non-Project Managers in many organizations.

Enterprise Environmental Factors and Organizational Process AssetsFurther, there is a clearer differentiation between Enterprise Environmental Factors (EEFs) and Organizational Process Assets (OPAs). These are detailed in the table below. Also, EEFs and OPAs serve as inputs (and outputs) to more processes in the 4th edition and closer line up with real life.

Enterprise Environmental Factors Organizational Process Assets Any or all external environmental factors

and internal organizational environmental factors that surround or influence the project’s success. These factors are from any or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure, existing resources, commercial databases, market conditions, and project management software.

Any or all process related assets, from any or all of the organizations involved in the project that are or can be used to influence the project’s success. These process assets include formal and informal plans, policies, procedures, and guidelines. The process assets also include the organizations’ knowledge bases such as lessons learned and historical information.

Project Initiation and Planning documentsThere have been some changes involving the Project Management Plan, Project Charter, and Project Scope Statement. Namely, the Project Management Plan and its subsidiary plans have been more clearly defined and separated out. There has also been a clearer distinction between plans and other Project documents (see page 350 in the PMBOK® Guide for a list of these items). In addition, there is a clearer distinction between the components of the Project Charter and the Project Scope Statement (the Preliminary Project Scope Statement has gone away). The differences are detailed on page 351 of the PMBOK® Guide 4th edition.

Requested Changes, Corrective and Preventive Actions (CAPA), and Defect RepairsWhereas, these items were separated in the 3rd edition, these have all been consolidated under the heading of “Change Requests”. Rather, the PMBOK® Guide defines different types of requests.


Process Flow DiagramsThe old Process Flow Diagrams have been replaced by Data Flow Diagrams in this edition. At first glance, they look complex and a bit scary, but they actually contain a lot of helpful information. I highly recommend taking a look at them at the beginning of each chapter.

Interpersonal and Other SkillsIn Chapter 1 of the PMBOK® Guide, the characteristics needed by a Project Manager have been pared down and clarified from five to three as follows: Knowledge (of project management), Performance (the PM is able to accomplish what they set out to do in a project), and Personal (leadership, etc.). Also, more information has been added to the PMBOK® Guide in Appendix G on the interpersonal and other soft skills needed and carried out by Project Managers. The 3 rd edition did not contain a lot of information on topics like leadership, persuasion, communication, etc. Thankfully, the 4th edition expands on these “soft” skills regularly employed by Project Managers. Additional new and expanded concepts are also detailed throughout this white paper, in the appropriate section below.

III. INITIATING PROCESS GROUPThis is the stage of a project where a Project Manager is assigned, and the PM is responsible for obtaining approval for the project and determining who needs to be involved. In the 4 th edition, the process entitled “Develop Preliminary Project Scope Statement” is removed. Previously, understanding the difference between this document and the Project Charter was somewhat confusing. As a result, the authors have done away with the Preliminary Scope Statement. In addition, they have added the process “Identify Stakeholders”. This activity was implied in the 3 rd

edition and is now officially called out. Changes to the specific process are detailed below.

Project Integration Management Develop Project Charter

This process has changed somewhat. The concept of a “Business Case” is a new input, and the Tools and Techniques have been pared down to only include “Expert Judgment”. Below is the process as it appears in the 4th edition.

Inputs Tools & Techniques Outputs1. Project statement of work2. Business case3. Enterprise environmental

factors4. Organizational process assets

1. Expert judgment 1. Project charter

Figure 4-2: Develop Project Charter: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Communications Management Identify Project Stakeholders

This is a new process in the 4th edition and is pictured below. I really like that this has been added as its own process because this is a significant activity early on and can avoid


significant headaches later on in the project. Two deliverables worth noting are the “Stakeholder register” and “Stakeholder management strategy”. The Stakeholder Register is similar in nature to the Risk Register and details, for example, the names of project stakeholders, their interests, influence, communications strategy, and documents they should receive. This is kind of a cool addition to the PMBOK® Guide.

Inputs Tools & Techniques Outputs1. Project charter2. Procurement documents3. Enterprise environmental


1. Stakeholder analysis2. Expert judgment

1. Stakeholder register2. Stakeholder

management strategy

Figure 10-2: Identify Stakeholders: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

III. PLANNING PROCESS GROUPOne the project is approved, the Project Manager can now begin planning project details. In this process group, most of the processes have remained the same. Typically only the name has changed. The two Procurement processes have been combined into a single process and refined to give clarity around these activities. Details on the specific planning processes are detailed below.

Project Integration Management Develop Project Management Plan

The Inputs and Tools & Techniques have been updated and simplified to include the elements below. Extraneous information like the Project Management Information System (PMIS) and PM Methodology has been removed from this process.

Inputs Tools & Techniques Outputs1. Project charter2. Outputs from planning

processes3. Enterprise environmental


1. Expert judgment 1. Project management plan

Figure 4-4: Develop Project Management Plan: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Scope Management Collect Requirements

The name of this process was changed from “Scope Planning” in the 3 rd edition to better align with verb-noun format. In the 4th edition, the Inputs have been simplified; however, there are a number of new Tools & Techniques and Outputs introduced that are worth investigating further (see below).


Inputs Tools & Techniques Outputs1. Project charter2. Stakeholder register

1. Interviews2. Focus groups3. Facilitated workshops4. Group creativity

techniques5. Group decision

making techniques6. Questionnaires and

surveys7. Observations8. Prototypes

1. Requirements documentation

2. Requirements management plan

3. Requirements traceability matrix

Figure 5-2: Collect Requirements: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Define Scope The name of this process has also been updated, from “Scope Definition”. In this process, the Inputs, Outputs, Tools & Techniques have changed somewhat.

Inputs Tools & Techniques Outputs1. Project charter2. Requirements documentation3. Organizational process assets

1. Expert judgment2. Product analysis3. Alternatives

identification4. Facilitated workshops

1. Project scope statement

2. Project document updates

Figure 5-4: Define Scope: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Create WBS This process has also been pared down and simplified in the 4th edition (see below).

Inputs Tools & Techniques Outputs1. Project scope statement2. Requirements documentation3. Organizational process assets

1. Decomposition 1. WBS2. WBS dictionary3. Scope baseline4. Project document

templatesFigure 5-6: Create WBS: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Time Management Define Activities

The name of this process has been updated from “Activity Definition” in the 3 rd edition. The Inputs, Tools & Techniques, and Outputs for this process have been pared down and simplified in the 4th edition as shown below.


Inputs Tools & Techniques Outputs1. Scope baseline2. Enterprise environmental


1. Decomposition2. Rolling wave planning3. Templates4. Expert judgment

1. Activity list2. Activity attributes3. Milestone list

Figure 6-3: Define Activities: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Sequence Activities This process was called “Activity Sequencing” in the 3rd edition. In this process, the Inputs, Outputs, Tools & Techniques have changed somewhat as shown below. The Arrow Diagramming Method (ADM) has gone away as a Tool & Technique. With the advent of tools like Microsoft® Project, ADM is hardly ever used in real life, so I was glad to see it go. In addition, the Inputs and Outputs for this process have been simplified.

Inputs Tools & Techniques Outputs1. Activity list2. Activity attributes3. Milestone list4. Project scope statement5. Organizational process

assets

1. Precedence diagramming method (PDM)

2. Dependency determination

3. Applying leads and lags4. Schedule network

templates

1. Project schedule network diagrams

2. Project document activities

Figure 6-5: Sequence Activities: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Estimate Activity Resources This process has been updated to be in verb-noun format, from “Activity Resource Estimating” in the 3rd edition. Some of the Inputs for this process have also changed. For example, Resource Calendars has taken the place of “Resource availability”, and Project Management Plan has been removed as an Input. The Outputs have also been simplified (from five outputs to three).

Inputs Tools & Techniques Outputs1. Activity list2. Activity attributes3. Resource calendars4. Enterprise environmental

factors5. Organizational process

assets

1. Expert judgment2. Alternatives analysis3. Published estimating

data4. Bottom-up estimating5. Project management

software

1. Activity resource requirements

2. Resource breakdown structure


Figure 6-8: Estimate Activity Resources: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.


Estimate Activity Durations This process was called “Activity Duration Estimating” in the 3rd edition. The Inputs and Outputs of this process have changed slightly with the 4th edition. The “Project Management Plan” is no longer an Input; and the Output “Activity attributes (updates)” is now called “Project document updates”.

Inputs Tools & Techniques Outputs1. Activity list2. Activity attributes3. Activity resource

requirements4. Resource calendars5. Project scope statement6. Enterprise environmental


assets

1. Expert judgment2. Analogous estimating3. Parametric estimating4. Three-point estimates5. Reserve analysis

1. Activity duration estimates


Figure 6-10: Estimate Activity Durations: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Develop Schedule This process name has been updated from “Schedule Development” in the 3rd edition. Further, under Inputs, “Enterprise Environmental Factors” has been added, and the “Project Management Plan” has been removed. In Tools & Techniques, “Project Management Software” has been renamed as a “Scheduling Tool”, and “Adjusting Leads and Lags” is now called “Applying leads and lags”. Under Tools & Techniques, the “Scheduling Model” and “Applying Calendars” have been removed. The Outputs have been significantly pared down (from eight outputs to four) as shown below. As with the 3 rd edition, this remains as one of the longer processes with a number of process elements contained within.

Inputs Tools & Techniques Outputs1. Activity list2. Activity attributes3. Project schedule network

diagrams4. Activity resource

requirements5. Resource calendars6. Activity duration estimates7. Project scope statement8. Enterprise environmental


assets

1. Schedule network analysis

2. Critical path method3. Critical chain method4. Resource leveling5. What-if scenario analysis6. Applying leads and lags7. Schedule compression8. Scheduling tools

1. Project schedule2. Schedule baselines3. Schedule data4. Project document

updates

Figure 6-12: Develop Schedule: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.


Project Cost Management Estimate Costs

The name of this process used to be “Cost Estimating” in the 3rd edition. With the 4th

edition, the Inputs of this process have significantly changed. With the exception of EEFs and OPAs, all Inputs are new. The Tools & Techniques have changed somewhat. “Expert judgment” and “Three-point estimates” are new. “Project Management software” has changed to “Project management estimating software”, and “Determine resource cost rates” has gone away. Outputs have been simplified (from four outputs to three). In the 3rd edition, the three deliverables - Project scope statement, WBS, and WBS dictionary - were all called out as separate Inputs to this process. In the 4th edition, however, these have been consolidated into a single “Scope baseline” Input.

Inputs Tools & Techniques Outputs1. Scope baseline2. Project schedule3. Human resource plan4. Risk register5. Enterprise environmental


assets

1. Expert judgment2. Analogous estimating3. Parametric estimating4. Bottom-up estimating5. Three-point estimates6. Reserve analysis7. Cost of quality8. Project management

estimating software9. Vendor bid analysis

1. Activity cost estimates

2. Basis of estimates3. Project document

updates

Figure 7-2: Estimate Costs: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Determine Budget The name of this process was “Cost Budgeting” and is now “Determine Budget”. For the Inputs, “Project scope statement”, “WBS”, and “WBS dictionary” have been consolidated into a single Input, the “Scope baseline”. The “Cost management plan” has been removed, and a few Inputs were renamed slightly. Organizational Process Assets (OPAs) were added. In Tools & Techniques, “Parametric estimating” has been removed, and “Expert judgment” & “Historical relationships” has been added. Last, the Outputs have been simplified (from four outputs to three).

Inputs Tools & Techniques Outputs1. Activity cost estimates2. Basis of estimates3. Scope baseline4. Project schedule5. Resource calendars6. Contracts7. Organizational process

assets

1. Cost aggregation2. Reserve analysis3. Expert judgment4. Historical relationships5. Funding limit

reconciliation

1. Cost performance baseline

2. Project funding requirements


Figure 7-4: Determine Budget: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.


Project Quality Management Plan Quality

The “Quality Planning” process has been renamed “Plan Quality” in the 4 th edition. Also, there are now four Cost of Quality types as “Failure Costs” has been divided into “Internal Failure Costs” and “External Failure Costs”. In the process Inputs, Only “Enterprise environmental factors” and “Organizational process assets” are the same. All other Inputs are new for this process. In Tools & Techniques, many of these T&Ts are new (five elements have increased to nine). Whereas, the Outputs have been simplified (six outputs have been reduced to five).

Inputs Tools & Techniques Outputs1. Scope baseline2. Stakeholder register3. Cost performance baseline4. Schedule baseline5. Risk register6. Enterprise environmental


assets

1. Cost benefit analysis2. Cost of quality3. Control charts4. Benchmarking5. Design of experiments6. Statistical sampling7. Flowcharting8. Proprietary quality

management methodologies

9. Additional quality planning tools

1. Quality management plan

2. Quality metrics3. Quality checklists4. Process

improvement plan5. Project document

updates

Figure 8-2: Plan Quality: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Human Resource Management Develop Human Resource Plan

This process was previously called “Human Resource Planning” in the 3 rd edition. Within this process, “Roles and responsibilities”, “Project organization charts”, and “Staffing management plans” were all listed as outputs in the 3rd edition. These, however, have been consolidated into the “Human resource plan” in the 4th edition. Outside of the process, the number of project interfaces contained in the PMOBOK Guide® increased from three to five to include: Organizational, Technical, Interpersonal, Logistical (new), and Political (new).

Inputs Tools & Techniques Outputs1. Activity resource

requirements2. Enterprise environmental


assets

1. Organization charts and position descriptions

2. Networking3. Organizational theory

1. Human resource plan

Figure 9-2. Develop Human Resource Plan: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.


Project Communications Management Plan Communications

This process has been renamed from “Communications Planning” and has been slightly expanded in the 4th edition. “Stakeholder register” and “Stakeholder management strategy” are new Inputs. Whereas, “Project scope statement” and “Project Management plan” have been removed as Inputs. “Communication models” and “Communication methods” are new Tools & Techniques; and “Project document updates” is a new Output.

Inputs Tools & Techniques Outputs1. Stakeholder register2. Stakeholder management

strategy3. Enterprise environmental


assets

1. Communication requirements analysis

2. Communication technology

3. Communication models4. Communication methods

1. Communications management plan


Figure 10-6. Plan Communications: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Risk Management Plan Risk Management

This process was changed from “Risk Management Planning”. Other than the name change, only the Inputs of this process have changed. The “Project Management plan” was removed; and the Inputs “Cost management plan”, “Schedule management plan”, and “Communications management plan” have been added as pictured below.

Inputs Tools & Techniques Outputs1. Project scope statement2. Cost management plan3. Schedule management plan4. Communications

management plan5. Enterprise environmental


assets

1. Planning meetings and analysis

1. Risk management plan

Figure 11-2. Plan Risk Management: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Identify Risks This process was previously called “Risk Identification” in the 3 rd edition. In this revised process, there are significantly more Inputs and Tools & Techniques. As a result, this has become a large process with numerous elements.


Inputs Tools & Techniques Outputs1. Risk management plan2. Activity cost estimates3. Activity duration estimates4. Scope baseline5. Stakeholder register6. Cost management plan7. Schedule management plan8. Quality management plan9. Project documents10. Enterprise environmental


assets

1. Documentation reviews2. Information gathering

techniques3. Checklist analysis4. Assumptions analysis5. Diagramming techniques6. SWOT analysis7. Expert judgment

1. Risk resister

Figure 11-6. Identify Risks: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Perform Qualitative Risk Analysis The only thing different about this process is the new name (previously named the “Quality Risk Analysis” process) and the addition of “Expert judgment” as a Tool & Technique.

Inputs Tools & Techniques Outputs1. Risk register2. Risk management plan3. Project scope statement4. Organizational process

assets

1. Risk probability and impact assessment

2. Probability and impact matrix

3. Risk data quality assessment

4. Risk categorization5. Risk urgency assessment6. Expert judgment

1. Risk register updates

Figure 11-8. Perform Qualitative Risk Analysis: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Perform Quantitative Risk Analysis In this process, the name (previously called “Quantitative Risk Analysis”) and Inputs have changed slightly. The Inputs “Project scope statement” and “Project Management plan” have been removed; and additional plan documents, namely “Cost management plan” and “Schedule management plan” have been added as new Inputs. Also, there are now two Tools & Techniques listed under “Data gathering and representation techniques” (versus three in the 3rd edition), and “Expert judgment” has been added as a separate Tool & Technique. The “Decision tree analysis” has also been removed as a Tool & Technique.


Inputs Tools & Techniques Outputs1. Risk register2. Risk management plan3. Cost management plan4. Schedule management plan5. Organizational process

assets

1. Data gathering and representation techniques

2. Quantitative risk analysis and modeling techniques

3. Expert judgment

1. Risk register updates

Figure 11-11. Perform Quantitative Risk Analysis: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Plan Risk Responses The name of this process has changed from “Risk Response Planning”. In addition, the Tool & Technique “Strategy for both threats & opportunities” has been removed. “Expert judgment” has been added as a Tool & Techniques. Last, “Project document updates” has been added as a new process Output as pictured below.

Inputs Tools & Techniques Outputs1. Risk register2. Risk management plan

1. Strategies for negative risks or threats

2. Strategies for positive risks or opportunities

3. Contingent response strategies

4. Expert judgment

1. Risk register updates2. Risk-related contract

decisions3. Project

management plan updates


Figure 11-17. Plan Risk Responses: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

In addition to the process changes, Acceptance has been added a new positive risk response. In the PMBOK® Guide 3rd edition, Acceptance was only seen as a negative response.

Project Procurement Management Plan Procurements

This process has been consolidated from two processes (“Plan Purchases and Acquisitions” and “Plan Contracting”). Thus, this has become a very detailed and robust Project Management process. Also, the term Contract SOW has changed to Procurement SOW in 4th edition. “Evaluation Criteria” has been renamed “Source Selection Criteria” and additional detail has been included around the different criteria.


Inputs Tools & Techniques Outputs1. Scope baseline2. Requirements

documentation3. Teaming agreements4. Risk register5. Risk-related contract

decisions6. Activity resource

requirements7. Project schedule8. Activity cost estimates9. Cost performance baseline10. Enterprise environmental


assets

1. Make-or-buy analysis2. Expert judgment3. Contract types

1. Procurement management plan

2. Procurement statements of work

3. Make-or-buy decisions

4. Procurement documents

5. Source selection criteria

6. Change requests

Figure 12-2. Plan Procurements: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

IV. EXECUTING PROCESS GROUPOnce all planning activities have been completed, the project is kicked off and enters the Execution phase. Many of the process in this process group have changed to verb-noun format, and two processes have moved to this process group from the Monitoring and Controlling process group. Detailed changes to the specific processes during project execution are detailed below.

Project Integration Management Direct and Management Project Execution

The Inputs of this process have been pared down from the 3 rd edition (from seven Inputs to four. Preventive & Corrective Actions and Defect repairs have been consolidated into “Change Requests”); and EEFs and OPAs have been added as Inputs. Under Tools & Techniques, “PM methodology” has been replaced by “Expert judgment”. The process Outputs have also been pared down from seven to five as detailed below.

Inputs Tools & Techniques Outputs1. Project management plan2. Approved change requests3. Enterprise environmental


assets

1. Expert judgment2. Project management

information system

1. Deliverables2. Work performance

information3. Change requests4. Project



Figure 4-6. Direct and Manage Project Execution: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.


Project Quality Management Perform Quality Assurance

The Inputs, Outputs, Tools & Techniques in this process have been pared down significantly (particularly the Inputs) in the 4th edition.

Inputs Tools & Techniques Outputs1. Project management plan2. Quality metrics3. Work performance

information4. Quality control

measurements

1. Plan Quality and Perform Quality Control tools and techniques

2. Quality audits3. Process analysis

1. Organizational process assets updates

2. Change requests3. Project



Figure 8-8. Perform Quality Assurance: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Human Resource Management Acquire Project Team

In this process, the Inputs have been consolidated to include only EEFs, OPAs, and the Project Management Plan. Under Outputs, “Staffing management plan (updates)” has been renamed “Project management plan updates”.

Inputs Tools & Techniques Outputs1. Project management plan2. Enterprise environmental


assets

1. Pre-assignment2. Negotiation3. Acquisition4. Virtual teams

1. Project staff assignments

2. Resource calendars3. Project


Figure 9-7. Acquire Project Team: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Develop Project Team Within this process, the input “Resource Availability” was renamed as “Resource calendars”. In the Tools & Techniques, “General management skills” was renamed “Interpersonal skills”. Last, “Enterprise environmental factors” has been added as a process Output.

Inputs Tools & Techniques Outputs1. Project staff assignments2. Project management plan3. Resource calendars

1. Interpersonal skills2. Training3. Team-building activities4. Ground rules5. Co-location6. Recognition and rewards

1. Team performance assessments

2. Enterprise environmental factors updates

Figure 9-9. Develop Project Team: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.


In addition, the stages of team development have been expanded in the PMBOK® Guide as follows: Forming, Storming, Norming, Performing, and Adjourning (new).

Manage Project Team I like that this process has been moved from the Monitoring and Controlling process group into Executing. The PMBOK® Guide states that it did this because, “the activities are now more proactive to ensure project performance if optimized”. Further the process Inputs have been pared down from nine to five, which make it easier to digest and remember. Under Tools & Techniques, “Interpersonal skills” has been added. In Outputs, “Enterprise environmental factors updates” has been added; and “Change requests” has replaced Corrective Action and Preventive Actions (CAPA).

Inputs Tools & Techniques Outputs1. Project staff assignments2. Project management plan3. Team performance

assessments4. Performance reports5. Organizational process

assets

1. Observation and conversation

2. Project performance appraisals

3. Conflict management4. Issue log5. Interpersonal skills

1. Enterprise environmental factors

2. Organizational process assets



Figure 9-11. Manage Project Team: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Communications Management Distribute Project Information

This process has been renamed from “Information Distribution” in the 3rd edition. Further, all of the Inputs for this process are new. The Tools & Techniques have been pared down, from four to two; and the only Output remaining is “Organizational process assets updates”.

Inputs Tools & Techniques Outputs1. Project management plan2. Performance reports3. Organizational process

assets

1. Communication methods2. Information distribution

tools


Figure 10-9. Distribute Information: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Manage Stakeholder Expectations This process was also renamed (from “Manage Stakeholders”) and moved from the Monitoring and Controlling process group into Executing. The PMBOK® Guide states that this change was made to reflect that, “the activities are now more about doing than recording/reporting”. In this process, the Inputs have been expanded from two to five to include: Stakeholder register, Stakeholder management strategy, PM plan (which contains the Communications plan), Issue log (moved from T&T), and the Change log. In Tools &


Techniques, Interpersonal and Management skills were added. There are also a few small changes in the Outputs section.

Inputs Tools & Techniques Outputs1. Stakeholder register2. Stakeholder management

strategy3. Project management plan4. Issue log5. Change log6. Organizational process

assets

1. Communication methods2. Interpersonal skills3. Management skills


2. Change requests3. Project management

plan updates4. Project document

updatesFigure 10-11. Manage Stakeholder Expectations: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Procurement Management Conduct Procurements

This process has been consolidated from two 3rd edition processes, namely “Request Seller Responses” and “Select Sellers”. It combines numerous elements from these two processes and is, as a result, one of the longer processes in the 4th edition (as pictured below).

Inputs Tools & Techniques Outputs1. Project management plan2. Procurement documents3. Source selection criteria4. Qualified seller list5. Seller proposals6. Project documents7. Make-or-buy decisions8. Teaming agreements9. Organizational process

assets

1. Bidder conferences2. Proposal evaluation

techniques3. Independent estimates4. Expert judgment5. Advertising6. Internet search7. Procurement

negotiations

1. Selected sellers2. Procurement

contract award 3. Resource calendars4. Change requests5. Project



Figure 12-4. Conduct Procurements: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

V. MONITORING AND CONTROLLING PROCESS GROUPIn the Monitoring and Controlling process group, about half of the processes have been renamed in verb-noun format. Also, two processes that were in this group in the PMBOK® Guide 3rd edition have been moved to the Execution process group in the 4th edition.

Project Integration Management Monitor and Control Project Work

There have been significant wording changes to this process.


Inputs Tools & Techniques Outputs1. Project management plan2. Performance reports3. Enterprise environmental


assets

1. Expert judgment 1. Change requests2. Project



Figure 4-8. Monitor and Control Project Work: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Perform Integrated Change Control This process has been renamed (from “Integrated Change Control) and has been significantly pared down as an overall process in the 4th edition. In Tools & Techniques, “Change control meetings” is a new element.

Inputs Tools & Techniques Outputs1. Project management plan2. Work performance

information3. Change requests4. Enterprise environmental


assets

1. Expert judgment2. Change control meetings

1. Change request status updates

2. Project management plan updates


Figure 4-10. Perform Integrated Change Control: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Scope Management Verify Scope

This process was previously named “Scope Verification” in the 3rd edition. In addition, some of the Inputs and Outputs for this process have been renamed and/or changed.

Inputs Tools & Techniques Outputs1. Project management plan2. Requirements

documentation3. Requirements traceability

matrix4. Validated deliverables

1. Inspection 1. Accepted deliverables

2. Change requests3. Project document

updates

Figure 5-11. Verify Scope: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Control Scope The “Control Scope” process has been renamed (from “Scope Control”) and has also been pared down (for example, numerous Inputs were consolidated under the “Project Management plan”).



information3. Requirements

documentation4. Requirements traceability

matrix5. Organizational process

assets

1. Variance analysis 1. Work performance measurements




updatesFigure 5-13. Control Scope: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Time Management Control Schedule

The “Control Schedule” process has been renamed (from “Schedule Control”). In addition, The Inputs, Outputs, and Tools & Techniques have slightly changed in the 4 th edition. In particular, in Tools & Techniques, there are a number of new elements, i.e.: Resource leveling, What-if scenario analysis, Adjusting leads and lags, and Schedule compression.

Inputs Tools & Techniques Outputs1. Project management plan2. Project schedule3. Work performance

information4. Organizational process

assets

1. Performance reviews2. Variance analysis3. Project management

software4. Resource leveling5. What-if scenario

analysis6. Adjusting leads and lags7. Schedule compression8. Scheduling tool

1. Work performance measurements




updatesFigure 6-15. Control Schedule: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Cost Management Control Costs

“Control Costs” used to be called “Cost Control” in the 3rd edition. There are some additional changes to the “Control Costs” process itself as well with the 4 th edition. For example, in Tools & Techniques, “Performance measurement analysis” has been renamed “Earned value management”; and “To-complete performance index” is introduced as a new Tool & Technique (and includes, for example, BAC and EAC).


Inputs Tools & Techniques Outputs1. Project management plan2. Project funding

requirements3. Work performance

information4. Organizational process

assets

1. Earned value management

2. Forecasting3. To-complete

performance index4. Performance reviews5. Variance analysis6. Project management

software

1. Work performance measurements

2. Budget forecasts3. Organizational process

assets updates4. Change requests5. Project management


updatesFigure 7-7. Control Costs: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Quality Management Perform Quality Control

There are some small wording changes in this process with the 4 th edition. Note: This is one of the larger, more complex processes contained in the PMBOK® Guide.

Inputs Tools & Techniques Outputs1. Project management plan2. Quality metrics3. Quality checklists4. Work performance

measurements5. Approved change requests6. Deliverables7. Organizational process

assets

1. Cause and effect diagrams

2. Control charts3. Flowcharting4. Histogram5. Pareto chart6. Run chart7. Scatter diagram8. Statistical sampling9. Inspection10. Approved change

requests review

1. Quality control measurements

2. Validated changes3. Validated deliverables4. Organizational

process assets updates



updatesFigure 8-10. Perform Quality Control: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Communications Management Report Performance

This process has been renamed (was previously “Performance Reporting” in the 3 rd edition) and its elements have been pared down in the 4th edition (as shown below). In addition, the Tools & Techniques terminology is, for the most part, new.



information3. Work performance

measurements4. Budget forecasts5. Organizational process

assets

1. Variance analysis2. Forecasting methods3. Communication methods4. Reporting systems

1. Performance reports2. Organizational


3. Change requests

Figure 10-13. Report Performance: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Risk Management Monitor and Control Risks

This process used to be named “Risk Monitoring and Control” and has been updated to the verb-noun format in the 4th edition. The process elements are pretty much the same as they appear in the 3rd edition, with some small wording changes.

Inputs Tools & Techniques Outputs1. Risk register2. Project management plan3. Work performance

information4. Performance reports

1. Risk reassessment2. Risk audits3. Variance and trend

analysis4. Technical performance

measurement5. Reserve analysis6. Status meetings

1. Risk register updates2. Organizational




updatesFigure 11-19. Monitor and Control Risks: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Procurement Management Administer Procurements

This process was renamed from “Contract Administration” in the 3rd edition. Wording of process elements, however, is very similar to the 3rd edition. There have been only some minor changes made.


Inputs Tools & Techniques Outputs1. Procurement documents2. Project management plan3. Contract4. Performance reports5. Approved change requests6. Work performance

information

1. Contract change control system

2. Procurement performance reviews

3. Inspections and audits4. Performance reporting5. Payment systems6. Claims administration7. Records management

system

1. Procurement documentation




Figure 12-6. Administer Procurements: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

VI. CLOSING PROCESS GROUPAs seen with the 3rd edition, there are two processes contained within the Closing process group. The wording of both processes has been revised. Process specific changes are detailed below.

Project Integration Management Close Project or Phase

This process was renamed from “Close Project” in the 3rd edition.

Inputs Tools & Techniques Outputs1. Project management plan2. Accepted deliverables3. Organizational process

assets

1. Expert judgment 1. Final product, service, or result transition


Figure 4-12. Close Project or Phase: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.

Project Procurement ManagementClose ProcurementsThis process used to be called “Contract Closure” in the 3rd edition and has been updated to follow the verb-noun format.

Inputs Tools & Techniques Outputs1. Project management plan2. Procurement

documentation

1. Procurement audits2. Negotiated settlements3. Records management

system

1. Closed procurements2. Organizational


Figure 12-8. Close Procurements: Inputs, Tools & Techniques, and OutputsA Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).©2008 Project Management Institute, Inc. All Rights Reserved.


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