white paper changes to the pmbok 4th edition

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White Paper on

A Project Manager’s Perspective on Changes to the Guide to the Project Management

Body of Knowledge (PMBOK® Guide) Fourth Edition

Erika Flora, MS, PMP, ITIL Expert

Principal Consultant, Beyond20

[email protected]

I. INTRODUCTION

On December 31, 2008, the Project Management Institute (PMI®) released the 4th

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 CHANGES

General

The 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 4th

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

Project Management Processes

First, 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:

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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

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 3rd

edition, it takes a little practice to get the names straight in the 4th

edition. However, long term,

this is a much more intuitive way to refer to the processes we perform.

Portfolio, Program, and Project Management

In 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 Assets

Further, 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 documents

There 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

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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 Repairs

Whereas, 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 Diagrams

The 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 Skills

In 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 3rd

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 GROUP

This 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 4th

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 3rd

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 Outputs

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1. Project statement of work

2. Business case

3. Enterprise environmental

factors

4. Organizational process assets

1. Expert judgment 1. Project charter

Figure 4-2: Develop Project Charter: Inputs, Tools & Techniques, and Outputs

A 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.


1. Project charter

2. Procurement documents


factors


1. Stakeholder analysis

2. Expert judgment

1. Stakeholder register

2. Stakeholder

management

strategy

Figure 10-2: Identify Stakeholders: Inputs, Tools & Techniques, and Outputs



III. PLANNING PROCESS GROUP

One 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.


� 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.


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1. Project charter

2. Outputs from planning

processes


factors


1. Expert judgment 1. Project

management plan

Figure 4-4: Develop Project Management Plan: Inputs, Tools & Techniques, and Outputs



Project Scope Management

� Collect Requirements

The name of this process was changed from “Scope Planning” in the 3rd

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).


1. Project charter


1. Interviews

2. Focus groups

3. Facilitated workshops

4. Group creativity

techniques

5. Group decision

making techniques

6. Questionnaires and

surveys

7. Observations

8. Prototypes

1. Requirements

documentation

2. Requirements

management plan

3. Requirements

traceability matrix

Figure 5-2: Collect Requirements: Inputs, Tools & Techniques, and Outputs



� 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.


1. Project charter

2. Requirements documentation


1. Expert judgment

2. Product analysis

3. Alternatives

identification

4. Facilitated workshops

1. Project scope

statement

2. Project document

updates

Figure 5-4: Define Scope: Inputs, Tools & Techniques, and Outputs



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� Create WBS

This process has also been pared down and simplified in the 4th

edition (see below).


1. Project scope statement

2. Requirements documentation


1. Decomposition 1. WBS

2. WBS dictionary

3. Scope baseline

4. Project document

templates Figure 5-6: Create WBS: Inputs, Tools & Techniques, and Outputs



Project Time Management

� Define Activities

The name of this process has been updated from “Activity Definition” in the 3rd

edition. The

Inputs, Tools & Techniques, and Outputs for this process have been pared down and

simplified in the 4th edition as shown below.


1. Scope baseline


factors


1. Decomposition

2. Rolling wave planning

3. Templates

4. Expert judgment

1. Activity list

2. Activity attributes

3. Milestone list

Figure 6-3: Define Activities: Inputs, Tools & Techniques, and Outputs



� 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.


1. Activity list


3. Milestone list


5. Organizational process

assets

1. Precedence diagramming

method (PDM)

2. Dependency

determination

3. Applying leads and lags

4. Schedule network

templates

1. Project schedule

network diagrams

2. Project document

activities

Figure 6-5: Sequence Activities: Inputs, Tools & Techniques, and Outputs


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� 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).


1. Activity list


3. Resource calendars


factors


assets

1. Expert judgment

2. Alternatives analysis

3. Published estimating

data

4. Bottom-up estimating

5. Project management

software

1. Activity resource

requirements

2. Resource

breakdown

structure

3. Project document

updates Figure 6-8: Estimate Activity Resources: Inputs, Tools & Techniques, and Outputs



� 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”.


1. Activity list



requirements




factors


assets

1. Expert judgment

2. Analogous estimating

3. Parametric estimating

4. Three-point estimates

5. Reserve analysis

1. Activity duration

estimates

2. Project document

updates

Figure 6-10: Estimate Activity Durations: Inputs, Tools & Techniques, and Outputs



� 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

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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 3rd

edition, this remains as one of

the longer processes with a number of process elements contained within.


1. Activity list


3. Project schedule network

diagrams


requirements


6. Activity duration estimates



factors


assets

1. Schedule network

analysis

2. Critical path method

3. Critical chain method

4. Resource leveling

5. What-if scenario analysis

6. Applying leads and lags

7. Schedule compression

8. Scheduling tools

1. Project schedule

2. Schedule baselines

3. Schedule data

4. Project document

updates

Figure 6-12: Develop Schedule: Inputs, Tools & Techniques, and Outputs



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.


1. Scope baseline

2. Project schedule

3. Human resource plan

4. Risk register


factors


1. Expert judgment

2. Analogous estimating

3. Parametric estimating

4. Bottom-up estimating

5. Three-point estimates

6. Reserve analysis

7. Cost of quality

1. Activity cost

estimates

2. Basis of estimates

3. Project document

updates

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assets


estimating software

9. Vendor bid analysis Figure 7-2: Estimate Costs: Inputs, Tools & Techniques, and Outputs



� 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).


1. Activity cost estimates

2. Basis of estimates

3. Scope baseline

4. Project schedule


6. Contracts


assets

1. Cost aggregation

2. Reserve analysis

3. Expert judgment

4. Historical relationships

5. Funding limit

reconciliation

1. Cost performance

baseline

2. Project funding

requirements

3. Project document

updates

Figure 7-4: Determine Budget: Inputs, Tools & Techniques, and Outputs



Project Quality Management

� Plan Quality

The “Quality Planning” process has been renamed “Plan Quality” in the 4th

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).


1. Scope baseline


3. Cost performance baseline

4. Schedule baseline

1. Cost benefit analysis

2. Cost of quality

3. Control charts

4. Benchmarking

1. Quality

management plan

2. Quality metrics

3. Quality checklists

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5. Risk register


factors


assets

5. Design of experiments

6. Statistical sampling

7. Flowcharting

8. Proprietary quality

management

methodologies

9. Additional quality

planning tools

4. Process

improvement plan

5. Project document

updates

Figure 8-2: Plan Quality: Inputs, Tools & Techniques, and Outputs



Project Human Resource Management

� Develop Human Resource Plan

This process was previously called “Human Resource Planning” in the 3rd

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).



requirements


factors


assets

1. Organization charts and

position descriptions

2. Networking

3. Organizational theory

1. Human resource

plan

Figure 9-2. Develop Human Resource Plan: Inputs, Tools & Techniques, and Outputs




� 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.



2. Stakeholder management

strategy


1. Communication

requirements analysis

2. Communication

technology

1. Communications

management plan

2. Project document

updates

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factors


assets

3. Communication models

4. Communication methods

Figure 10-6. Plan Communications: Inputs, Tools & Techniques, and Outputs



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.



2. Cost management plan

3. Schedule management plan

4. Communications

management plan


factors


assets

1. Planning meetings and

analysis

1. Risk management

plan

Figure 11-2. Plan Risk Management: Inputs, Tools & Techniques, and Outputs



� Identify Risks

This process was previously called “Risk Identification” in the 3rd

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.


1. Risk management plan


3. Activity duration estimates

4. Scope baseline




8. Quality management plan

9. Project documents


factors

1. Documentation reviews

2. Information gathering

techniques

3. Checklist analysis

4. Assumptions analysis

5. Diagramming techniques

6. SWOT analysis

7. Expert judgment

1. Risk resister

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assets Figure 11-6. Identify Risks: Inputs, Tools & Techniques, and Outputs



� 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.


1. Risk register




assets

1. Risk probability and

impact assessment

2. Probability and impact

matrix

3. Risk data quality

assessment

4. Risk categorization

5. Risk urgency assessment

6. Expert judgment

1. Risk register updates

Figure 11-8. Perform Qualitative Risk Analysis: Inputs, Tools & Techniques, and Outputs



� 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.


1. Risk register





assets

1. Data gathering and

representation

techniques

2. Quantitative risk analysis

and modeling techniques

3. Expert judgment


Figure 11-11. Perform Quantitative Risk Analysis: Inputs, Tools & Techniques, and Outputs



� Plan Risk Responses

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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.


1. Risk register


1. Strategies for negative

risks or threats

2. Strategies for positive

risks or opportunities

3. Contingent response

strategies

4. Expert judgment


2. Risk-related contract

decisions

3. Project

management plan

updates

4. Project document

updates Figure 11-17. Plan Risk Responses: Inputs, Tools & Techniques, and Outputs



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.


1. Scope baseline

2. Requirements

documentation

3. Teaming agreements

4. Risk register

5. Risk-related contract

decisions


requirements

7. Project schedule


9. Cost performance baseline


1. Make-or-buy analysis

2. Expert judgment

3. 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

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factors


assets Figure 12-2. Plan Procurements: Inputs, Tools & Techniques, and Outputs



IV. EXECUTING PROCESS GROUP

Once 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.


� Direct and Management Project Execution

The Inputs of this process have been pared down from the 3rd

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.


1. Project management plan

2. Approved change requests


factors


assets

1. Expert judgment


information system

1. Deliverables

2. Work performance

information

3. Change requests

4. Project

management plan

updates

5. Project document

updates Figure 4-6. Direct and Manage Project Execution: Inputs, Tools & Techniques, and Outputs




� Perform Quality Assurance

The Inputs, Outputs, Tools & Techniques in this process have been pared down significantly

(particularly the Inputs) in the 4th

edition.



2. Quality metrics

3. Work performance

information

1. Plan Quality and Perform

Quality Control tools and

techniques

2. Quality audits

1. Organizational

process assets

updates

2. Change requests

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4. Quality control

measurements

3. Process analysis 3. Project

management plan

updates

4. Project document

updates Figure 8-8. Perform Quality Assurance: Inputs, Tools & Techniques, and Outputs



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”.




factors


assets

1. Pre-assignment

2. Negotiation

3. Acquisition

4. Virtual teams

1. Project staff

assignments


3. Project

management plan

updates Figure 9-7. Acquire Project Team: Inputs, Tools & Techniques, and Outputs



� 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.


1. Project staff assignments



1. Interpersonal skills

2. Training

3. Team-building activities

4. Ground rules

5. Co-location

6. Recognition and rewards

1. Team performance

assessments

2. Enterprise

environmental

factors updates

Figure 9-9. Develop Project Team: Inputs, Tools & Techniques, and Outputs



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

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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).


1. Project staff assignments


3. Team performance

assessments

4. Performance reports


assets

1. Observation and

conversation

2. Project performance

appraisals

3. Conflict management

4. Issue log


1. Enterprise

environmental

factors

2. Organizational

process assets

3. Change requests

4. Project

management plan

updates Figure 9-11. Manage Project Team: Inputs, Tools & Techniques, and Outputs




� 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”.





assets


2. Information distribution

tools

1. Organizational

process assets

updates

Figure 10-9. Distribute Information: Inputs, Tools & Techniques, and Outputs



� 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 &

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Techniques, Interpersonal and Management skills were added. There are also a few small

changes in the Outputs section.



2. Stakeholder management

strategy


4. Issue log

5. Change log


assets



3. Management skills

1. Organizational

process assets

updates

2. Change requests


plan updates

4. Project document

updates Figure 10-11. Manage Stakeholder Expectations: Inputs, Tools & Techniques, and Outputs




� 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).



2. Procurement documents

3. Source selection criteria

4. Qualified seller list

5. Seller proposals

6. Project documents

7. Make-or-buy decisions

8. Teaming agreements


assets

1. Bidder conferences

2. Proposal evaluation

techniques

3. Independent estimates

4. Expert judgment

5. Advertising

6. Internet search

7. Procurement

negotiations

1. Selected sellers

2. Procurement

contract award


4. Change requests

5. Project

management plan

updates

6. Project document

updates Figure 12-4. Conduct Procurements: Inputs, Tools & Techniques, and Outputs



V. MONITORING AND CONTROLLING PROCESS GROUP

In 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.


� Monitor and Control Project Work

There have been significant wording changes to this process.

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factors


assets

1. Expert judgment 1. Change requests

2. Project

management plan

updates

3. Project document

updates Figure 4-8. Monitor and Control Project Work: Inputs, Tools & Techniques, and Outputs



� 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.



2. Work performance

information

3. Change requests


factors


assets

1. Expert judgment

2. Change control meetings

1. Change request

status updates

2. Project

management plan

updates

3. Project document

updates

Figure 4-10. Perform Integrated Change Control: Inputs, Tools & Techniques, and Outputs



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.



2. Requirements

documentation

3. Requirements traceability

matrix

4. Validated deliverables

1. Inspection 1. Accepted

deliverables

2. Change requests

3. Project document

updates

Figure 5-11. Verify Scope: Inputs, Tools & Techniques, and Outputs



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� 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”).



2. Work performance

information

3. Requirements

documentation

4. Requirements traceability

matrix


assets

1. Variance analysis 1. Work performance

measurements


assets updates

3. Change requests


plan updates

5. Project document

updates Figure 5-13. Control Scope: Inputs, Tools & Techniques, and Outputs



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 4th

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.



2. Project schedule

3. Work performance

information


assets

1. Performance reviews

2. Variance analysis


software

4. Resource leveling

5. What-if scenario

analysis

6. Adjusting leads and lags

7. Schedule compression

8. Scheduling tool

1. Work performance

measurements

2. Organizational

process assets

updates

3. Change requests


plan updates

5. Project document

updates Figure 6-15. Control Schedule: Inputs, Tools & Techniques, and Outputs



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 4th

edition. For

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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).



2. Project funding

requirements

3. Work performance

information


assets

1. Earned value

management

2. Forecasting

3. To-complete

performance index

4. Performance reviews



software

1. Work performance

measurements

2. Budget forecasts


assets updates

4. Change requests


plan updates

6. Project document

updates Figure 7-7. Control Costs: Inputs, Tools & Techniques, and Outputs




� Perform Quality Control

There are some small wording changes in this process with the 4th

edition. Note: This is one

of the larger, more complex processes contained in the PMBOK® Guide.



2. Quality metrics

3. Quality checklists

4. Work performance

measurements


6. Deliverables


assets

1. Cause and effect

diagrams

2. Control charts

3. Flowcharting

4. Histogram

5. Pareto chart

6. Run chart

7. Scatter diagram

8. Statistical sampling

9. Inspection

10. Approved change

requests review

1. Quality control

measurements

2. Validated changes

3. Validated deliverables

4. Organizational

process assets

updates

5. Change requests


plan updates

7. Project document

updates Figure 8-10. Perform Quality Control: Inputs, Tools & Techniques, and Outputs




� Report Performance

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This process has been renamed (was previously “Performance Reporting” in the 3rd

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.



2. Work performance

information

3. Work performance

measurements

4. Budget forecasts


assets


2. Forecasting methods


4. Reporting systems


2. Organizational

process assets

updates

3. Change requests

Figure 10-13. Report Performance: Inputs, Tools & Techniques, and Outputs



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.


1. Risk register


3. Work performance

information


1. Risk reassessment

2. Risk audits

3. Variance and trend

analysis

4. Technical performance

measurement

5. Reserve analysis

6. Status meetings


2. Organizational

process assets

updates

3. Change requests


plan updates

5. Project document

updates Figure 11-19. Monitor and Control Risks: Inputs, Tools & Techniques, and Outputs




� 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.


1. Procurement documents 1. Contract change control 1. Procurement

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3. Contract



6. Work performance

information

system

2. Procurement

performance reviews

3. Inspections and audits

4. Performance reporting

5. Payment systems

6. Claims administration

7. Records management

system

documentation

2. Organizational

process assets

updates

3. Change requests

4. Project

management plan

updates

Figure 12-6. Administer Procurements: Inputs, Tools & Techniques, and Outputs



VI. CLOSING PROCESS GROUP

As 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.


� Close Project or Phase

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

edition.



2. Accepted deliverables


assets

1. Expert judgment 1. Final product, service,

or result transition


assets updates Figure 4-12. Close Project or Phase: Inputs, Tools & Techniques, and Outputs




Close Procurements

This process used to be called “Contract Closure” in the 3rd

edition and has been updated to

follow the verb-noun format.



2. Procurement

documentation

1. Procurement audits

2. Negotiated settlements

3. Records management

system

1. Closed procurements

2. Organizational

process assets

updates Figure 12-8. Close Procurements: Inputs, Tools & Techniques, and Outputs



VII. CONCLUSION

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Insert text here.

VIII. REFERENCES

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fourth Edition. The

Project Management Institute, Inc. 2008.