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PMBOK® 2012FIFTH EDITION CHANGES

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Scope of Update

• Alignment with ISO 21500

• Ensure harmonization with any other relevant PMI standards.

• Reposition Section 3 (The Standard for Project Management) as a stand-alone, ANSI-approved standard

• included within the Fifth Edition as an Appendix or attachment.


PROCESS ORGANIZATION IN THE STANDARDS

PMBOK® Guide 4th PMBOK® Guide 5th

Stages 5 process groups 5 process groups

Topics 9 knowledge areas 10 knowledge areas

Processes 42 processes 47 processes


Knowledge Area IN THE STANDARDS

4

PMBOK® Guide 4th PMBOK® Guide 5th

Knowledge Area 1. Integration2. Scope3. Cost4. Time5. Quality6. HR7. Communication8. Risk9. Procurement

1. Integration2. Scope3. Cost4. Time5. Quality6. HR7. Communication8. Risk9. Procurement 10. Stakeholder


MAJOR CHANGES ON PROCESSES,

• Adds 4 processes to plan the management of knowledge areas

• Introduces 2 new controlling processes (Control Communications & Control Stakeholder Management)

• Merges 2 processes (Distribute Information and Report Performance) into a revisited process (Manage Communications)

• Reallocates 2 processes in the new stakeholder knowledge area


Consistency Rules

• Rename “project document update” and “organizational process asset updates” to “project documents updates” and “organizational process assets updates.”

• For consistency across the PMBOK® Guide, document titles are not to be capitalized in the text.

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Sequencing Rules:

• For inputs and outputs: plans, subsidiary plans, and baselines are listed first.

• For inputs work performance data/information/reports, these are listed immediately before the enterprise environmental factors.

• Enterprise environmental factors and organizational process assets are listed last in that order.

• Tools and techniques have meetings listed last.

• When updates are an output they are listed in the following sequence:

– Project management plan/subsidiary plan updates,

– Project documents updates,

– Enterprise environmental factors updates, and

– Organizational process assets updates.


Project Management Plan and Its Subsidiary Plans

• Plan Scope Management

• Plan Schedule Management

• Plan Cost Management and

• Plan Stakeholder Management


Management Work Execution Data and Information Flow

• Work Performance Data.

• Work Performance Information

• Work Performance Reports.


Refined Data Model


Changes :Section 1—Introduction

• expand the discussion on project management offices

• Project Management and Operations Management was expanded to more broadly address the relationship among project management, operations management, and organizational strategy

• importance of interpersonal skills of a project manager

• Section 1.8 on Enterprise Environmental Factors was moved to Section 2.


Changes: Section 2—Project Life Cycle and Organization

• The section on stakeholders was expanded to better address project stakeholders and their impact on project governance

• A new section was added to address the characteristics and structure of the project team

• The section on project life cycle was moved to the end of the section and expanded to further explain life cycles and phases.


Changes :Section 3

• This new section bridges the content between Sections 1 and 2 and the Knowledge Area sections

• This section introduces the project management processes and Process Groups as in the previous editions of the PMBOK® Guide


Split Section 10 on Project Communications Management into Two

Separate Sections• Focuses on not only managing the expectations of the various

stakeholder groups but actively working to ensure an appropriate level of engagement of project stakeholders in the decision making and activities of the project.

• Aligns with the growing body of research showing stakeholder engagement as one of the keys to overall project success.

• Improves the alignment between the PMBOK® Guide and The Standard for Program Management.

• Aligns better with the focus on stakeholder management being put forward with the new ISO 21500 standard.

• Allows better emphasis on Project Communications Management by focusing on the main purpose of communication activities to collect, store, organize, and distribute project information.

• Enables the realignment of project communications processes, thus addressing the confusion and overlap surrounding project performance analysis and reporting.


Project Stakeholder Management.

• Identify Stakeholders,

• Develop Stakeholder Management Plan(NEW)

• Manage Stakeholder Engagement, and

• Control Stakeholder Engagement(NEW)


Process Changes

• 4.3 Direct and Manage Project Execution—changed to Direct and Manage Project Work

• 5.1 Plan Scope Management—added

• 5.5 Verify Scope—changed to Validate Scope

• 6.1 Plan Schedule Management—added

• 7.1 Plan Cost Management—added

• 8.1 Plan Quality—changed to Plan Quality Management

• 8.3 Perform Quality Control—changed to Control Quality

• 9.1 Develop Human Resource Plan—changed to Plan Human Resource Management

• 10.2 Plan Communications—changed to Section 10.1 Plan Communications Management


Process Changes

• 10.3 Distribute Information—changed to Section 10.2 Manage Communications

• 10.5 Report Performance—changed to Section 10.3 Control Communications

• 11.6 Monitor and Control Risks—changed to Control Risks

• 12.1 Plan Procurements—changed to Plan Procurement Management

• 12.3 Administer Procurements—changed to Control Procurements

• 10.1 Identify Stakeholders—moved to Section 13.1 Identify Stakeholders

• 13.2 Plan Stakeholder Management—added

• 10.4 Manage Stakeholder Expectations—changed to Section 13.3 Manage Stakeholders Engagement

• 13.4 Control Stakeholders Engagement—added


Project Integration Management Changes


Develop Project Charter

In addition to the expert judgment, the 5th edition proposes

facilitation techniques to build the project charter. These

techniques have been introduced by the 5th edition. Typical

facilitation techniques are brainstorming, Delphi technique,

problem solving, meetings, facilitation, etc.


Perform Integrated Change Control

• The change register is also more formal, with the name of a change log. “Change Control Tools” are introduced by the 5th edition in order to facilitate configuration and change management


Close Project or Phase

• The 5th edition doesn’t confirm the explicit use of the closure report and released resources.


Project Scope Management Changes


Plan Scope Management

• This new process has major outputs: The scope management plan that details how the scope will be managed and what templates will be used.

• The requirement management plan is also very interesting since it details how the requirements will be managed from the start until the end and how the configuration management activities will be handled.


Collect Requirements

The 5th edition has removed the inconsistentoutput of the “Collect Requirements” processwhich is the requirements management plan.


Create WBS

• Whereas ISO shows the WBS and its dictionary as the sole outputs of the process, the new edition of the ANSI standard keeps the term of scope baseline.

• This is consistent with other knowledge areas: For instance, regarding time, the planning processes issue a schedule baseline, not one specific instance of such a baseline like a Gantt, a Pert, etc.

• The 4th edition had both outputs: A scope baseline, the WBS and its dictionary which was somehow redundant.


Validate Scope

The acceptance of the deliverable is not made just upon thescope baseline but also on work performance data that includesthe degree of compliance with requirements, the number ofnonconformities and the severity of the nonconformities.Thisinvolves the validation to be made using group decision-makingtechniques


Project Time Management Changes


Plan Schedule Management

• This new process details how time-related activities will be managed through the planning, the execution, the control and the closure of the project or phase.


Estimate Activity Durations

The new edition of the ANSI standard adds the risk register asan input to estimating activity durations. This is interesting sincethere is a balance to find between

1) identifying and managing risks as such and removinguncertainty from the estimates and

2) keeping minor uncertainties in the responsibility of the teammember, and therefore in the duration estimate, because theamount at stake is far minor than the cost of managing the risk.


Project Cost Management Changes


Plan Cost Management

Like other management plan, this one has been added to coverthe cost area. In the cost management plan are defined thecontrol thresholds and the rules to be applied when usingperformance measures like EVM does.


Project Quality Management Changes


Plan Quality Management

• The new edition introduces new tools (“Seven basics qualitytools”: cause & effect diagrams, flowcharts, check sheets,Pareto diagrams, histograms, control charts and scatterdiagrams) and removed flowcharting and proprietary qualitymanagement methodologies.


Perform Quality Assurance

• Quality Management and Control Tools are more detailed than in the previous edition.


Project Human Resource Management Changes


Plan HR Management

• Develop HR Plan change to Plan HR management with no major addition


Acquire Project Team

• a new technique to acquire the project team: Multi-criteria decision analysis uses more objective decision criteria like the cost, the availability, the experience, the knowledge, etc.


Project Communications Management Changes


Manage Communications

• The new release of the ANSI standard also merges thetwo 4th edition processes. Tools and techniquespresented by PMI include performance reporting thatwas initially in the “Report Performance” process. Thisrevisited process goes beyond the distribution ofrelevant information and seeks to ensure that theinformation being communicated to projectstakeholders has been received and understood. It alsoprovides opportunities for stakeholders to make furtherinformation requests.


Control Communications

• The purpose of this new process is to identify and resolve communications issues, and to ensure communication needs are satisfied. The outputs are accurate and timely information (resolved communications issues) and change requests, mainly on the communication plan.


Project Risk Management Changes


Plan Risk Management

• The 5th edition has improved the list of tools and techniques for planning risk management. A non-exhaustive list of techniques is presented as well as the most important stakeholders who can provide their expert judgment. The list of inputs has been revisited also to improve consistency.


Plan Risks Responses

• The 5th edition removed an output of this process. “Risk-related Contract Decisions” is not anymore an outcome of this process. Such information is already carried through the updates on the procurement management plan which is an element of the Project Management Plan.


Project Procurement Management Changes


Plan Procurement Management

• The main change introduces by the 5th edition is

the addition of “Market Research” and

“Meetings” as tools and techniques, and the

removal of “Contract Types”.

• Contract types are now considered as inputs to

this process, included in the “Organizational

Process Assets”.


Conduct Procurements

• The PMBOK® Guide 5th edition changed few tools and techniques: “Internet Search” has been removed (it may be included into the general “Advertising” technique) and “Analytical Techniques” have been introduced.


Project Stakeholder Management Changes


Control Stakeholder Management

• This new process ensures comprehensive identification and listing of new stakeholders, reassessment of current stakeholders and removal of stakeholders no longer involved in the project.

• It monitors the changes on the stakeholder interrelations and controls their engagement, in order to adapt the stakeholder management strategy if needed


Data Flow Diagrams

• The data flow diagrams for all project managementprocesses were cleaned up and updated to removeinconsistencies and ensure each diagram accurately reflectsthe inputs and outputs associated with a given process.


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