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Expert Reference Series of White Papers

Change Is ConstantThe Latest Iteration of

The Guide to the Project Management

Body of Knowledge ®



Copyright ©2012 Global Knowledge Training LLC. All rights reserved. 2

Change Is Constant

Samuel T. Brown, III, PMP, Global Knowledge Course Director

IntroductionOn December 31, 2012 the th edition o the PMBOK Guide ® will be released and once again the proessiono project management will move orward. As we wrap up the current our-year review cycle and anticipatethe new, rereshed outcome, we have an opportunity to identiy what has changed and how it may aect theproessional practice o project management throughout the world.

The PMBOK Guide ® has been around or a long time and has ollowed a pattern o updates approximatelyevery our years. The Project Management Institute (PMI) has taken us through an ever-changing series o new editions in which we have seen the number o processes grow and shrink. The rst edition o the PMBOK Guide ® dened ve process groups (the very amiliar Initiating, Planning, Executing, Controlling, and Closing),nine knowledge areas, and 37 processes. While the process groups and knowledge areas remained essentiallyconstant (except or the addition o Monitoring to the title or the Controlling Process Group in the Third Edition,rendering it Monitoring and Controlling ever since), the number o processes has varied with each new editionrom the original 37 up to the current 47 in the th edition. The new th edition not only increases the netnumber o processes, but expands the number o knowledge areas rom the nine we have known since the rstedition o the PMBOK Guide ® . The tenth and newest knowledge area is Stakeholder Management.

As we begin to identiy and examine the specic changes between the ourth and th editions o thePMBOK Guide ® , it is appropriate to take a moment to remind ourselves o the intention and ocus o the guide.Through the PMBOK Guide ® , the PMI provides a recognized standard or project management. “The PMBOK Guide ® identies a subset o the project management body o knowledge that is generally recognized as good practice.” [A Guide to the Project Management Body o Knowledge® , Fourth Edition, page 4.] This means thatthe PMBOK Guide ® is ocused on those processes, and their related inputs, tools and techniques, and outputs,that practitioners typically agree are necessary on most projects most o the time to achieve or enhance projectsuccess. The PMBOK Guide ® does not purport to be the whole o the project management body o knowledge;rather, its ocus is on clearly identiying and dening those elements o the overall body o knowledge that ormthe oundation or successul practice in the discipline o project management.

The PMBOK Guide ®

, Fith Edition is only one o several updated standards scheduled or release at the end o this year. Others include The Standard or Program Management , Third Edition, and The Standard or Portolio Management , Third Edition.




PMBOK Guide® ChangesThe changes between the ourth edition and th edition o the PMBOK Guide ® can be grouped into three gen-eral categories.

• Harmonization

• Additions• Reorganization

Harmonization

In this update, the PMI strives to achieve a consistency o terminology and business rules throughout thePMBOK Guide ® and other oundational standards, as well as the PMI Lexicon. The denition o terms oundin the PMI Lexicon was used as the prevailing denition in all cases o discrepancy in how a term is used ordened.

The Introduction o the PMBOK Guide ® , Fith Edition is also reworked to align it with the corresponding sec-

tions o the latest editions (Third Edition in both cases) o the practice standards or program management andportolio management. This alignment ensures and reinorces a consistent understanding o the relationshipsamong, and distinctions between, projects, programs, and portolios.

Another signicant example o the harmonization o terms is ound in the redenition o the terms “workperormance data,” “work perormance inormation,” and “work perormance reports.” The th edition o thePMBOK Guide ® accepts guidance rom the discipline o knowledge management, using the Data, Inormation,Knowledge, Wisdom (DIKW) model to reshape the denitions as ollows.

• Work Performance Data – The raw observations and measurements identied during activities be-ing perormed to carry out the project work

• Work Performance Information – The perormance data collected rom various controlling pro-

cesses, analyzed in context and integrated, based on relationships across areas

• Work Performance Reports – The physical or electronic representation o work perormance inor-mation compiled in project documents, intended to generate decisions, actions, or awareness

The last area o harmonization is in the creation o business rules to guide the consistent treatment o Inputs,Tools and Techniques, Outputs (ITTO) inormation or the range o project management processes. These ITTObusiness rules all into six rules.

• ITTOFundamentalRules

- Inputs are documents that are key to the process.

- Outputs must map to an input o another process. There are exceptions made to this rule i the output

is a terminal output, or i it is a subcomponent o another input.

- Inputs must map rom a process output, unless the input comes rom outside o the project.

• ProjectDocumentRules

- Inputs o major project documents must be specically listed.




- The outputs list species a project document as an output the rst time it is cited, but subsequentreerences to the document as output rom other processes will simply be made as “project documentupdates.”

• ProjectManagementPlanRules

- Subsidiary plans and baselines that are inputs to a process must be specically listed.

- Subsidiary plans and baselines that are outputs rom a process will be grouped together and listed as“project management plan updates.”

- For planning processes whose output is a subsidiary plan, the project management plan will be listed asan input.

- For control processes, rather than specically listing the relevant subsidiary plans as either inputs oroutputs, the project management plan will be listed as the input, and project management plan up-dates will be listed as the output.

• EEF/OPAReferencingRulesforProcessInputs

-ReferencestoEnterpriseEnvironmentalFactors(EEFs)orOrganizationalProcessAssets(OPSs)willinclude “Described in Section …” and cite section 2.1.4 or OPAs or 2.1.5 or EEFs.

• OtherConsistencyRules- “Project document update” and “organizational process asset updates” are renamed to “project docu-

ment updates” and “organizational process assets updates”

- Document titles will not be capitalized in the PMBOK Guide ® text.

• SequencingRules

- When listing inputs and outputs, the order o precedence will be project management plan, subsidiaryplans, and then baselines.

- In the inputs list, work perormance data, work perormance inormation, and work perormance re-ports will be listed beore EEFs.

- EEFs and OPAs will be listed last.

- Meetings will be listed last in the Tools and Techniques lists.

- In the outputs list the order o precedence will be project management plan or subsidiary plan updates,project document updates, EEFs updates, OPAs updates.

Additions

Actual additions to the PMBOK Guide ® , Fith Edition are airly limited, with only ve new processes and oneknowledge area added. The new processes include:

• Plan Scope Management – The process o creating a scope management plan that documents howthe project scope will be dened, validated, and controlled. [PMBOK Guide ® ,FifthEditionPre-ReleaseVersion October 10, 2012, page 108.]

• Plan Schedule Management – The process o establishing policies, procedures, and documentationor planning, developing, managing, executing, and controlling the project schedule. [PMBOK Guide ® ,FifthEditionPre-ReleaseVersionOctober10,2012,page140.]




• Plan Cost Management – The process that establishes policies, procedures, and documentationor planning, managing, expending, and controlling project costs. [PMBOK Guide ® , Fith Edition Pre-ReleaseVersionOctober10,2012,page180.]

• Plan Stakeholder Management – The process o developing appropriate management strate-gies to eectively engage stakeholders throughout the project lie cycle, based on the analysis o theirneeds, interests, and potential impact on project success. [PMBOK Guide ® ,FifthEditionPre-ReleaseVersion October 10, 2012, page 331.]

• Control Stakeholders Engagement – The process o monitoring overall project stakeholder rela-tionships and adjusting strategies and plans or engaging stakeholders. [PMBOK Guide ® , Fith EditionPre-ReleaseVersionOctober10,2012,page331.]

The new knowledge area (or a new total o 10 knowledge areas) in the PMBOK Guide ® , Fith Edition is ProjectStakeholder Management. This knowledge area is comprised o our processes, two that have been moved romthe old Project Communications Management knowledge area, and two that are new in the th edition. ThePMBOK Guide ® , Fith Edition describes Project Stakeholder Management as:

“The processes required to identiy the people, groups, or organizations that could impact or

be impacted by the project, to analyze stakeholder expectations and their impact on the project and to develop appropriate management strategies or eectively engaging stake-holders in project decisions and execution. Stakeholder management also ocuses on continuous communication with stakeholders to understand their needs and expectations, addressing issues as they occur, managing conficting interest and ostering appropriate stakeholder engagement in project decisions and activities.” [PMBOK Guide ® ,FifthEditionPre-ReleaseVersionOctober10,2012, page 331.]

Reorganization

The vast majority o the changes in the PMBOK Guide ® , Fith Edition all into the category o reorganizationchanges. These changes may be a result o renaming an existing process, moving processes among the knowl-

edge areas, or shiting the location o inormation within the PMBOK Guide ® .

Section 2: Project Life Cycle and Organization was reorganized to create a more logical fow o inor-mation. The organizational infuences portion o the section was moved rom the end up to the beginning o the section. Additional attention was also paid within the coverage o organizational infuences to how suchactors impact the way that project teams work. New inormation was added to ocus on the characteristics andstructure o project teams and the coverage o EEFs were moved rom Section 1: Introduction into this section.Additional attention was also added to the discussion o stakeholders and their impact on project governance.Finally, the discussion o project lie cycle was moved and expanded at the end o the section.

Section 3: Project Management Processes for a Project rom the PMBOK Guide ®

, Fourth Edition wasmoved into a new addendum (reerred to as an Annex in the PMBOK Guide ® , Fith Edition) at the end o themain document. Annex A1: The Standard for Project Management of a Project was revised so that itwould comprise a stand-alone document and was removed rom the main content o the PMBOK Guide ® so thatthe guide could continue to evolve and change independent o the actual standard or project management.




Section 3: Project Management Processes was created to replace the old Section 3 (reerenced in theprevious paragraph) and provide an overview o the project management processes and process groups.

The section on Project Communications Management has been split to provide more specic and separateattention to stakeholder management. The Project Communications Management knowledge area now has

three processes instead o the ve identied by the PMBOK Guide ®

, Fourth Edition. The three communicationsmanagement processes included in the PMBOK Guide ® , Fith Edition are listed below.

• PlanCommunicationsManagement

• ManageCommunications(formerlyDistributeInformation)

• ControlCommunications(formerlyReportPerformance)

ThemovefromDistributeInformationtoManageCommunications,andReportPerformancetoControlCom-munications was more than a simple renaming o the processes. In addition to changing the process names, thedenition o the processes were revised to eliminate conusion between the processes and overlap with othercontrolling processes.

“The processes were reocused toward the activity o communication as perormed in projects,considering more the process o communicating rather than the intent or desired outcome o the message, with emphasis on planning or the communications needs o the project, collect- ing, storing, and disseminating project inormation, and monitoring overall project communications to ensure its eciency.” [PMBOK Guide ® ,FifthEditionPre-ReleaseVersionOctober10,2012, Appendix X1.]

Other changes at the process level include:

• Updateddenition:DevelopProjectCharter

• Updateddenition:DevelopProjectManagementPlan

• Namechange:DirectandManageProjectExecutiontoDirectandManageProjectWork• Updateddenition:PerformIntegratedChangeControl

• Namechange:VerifyScopetoValidateScope

• Expandedprocess:DevelopSchedulenowincludesAgileconcepts

• Namechange:PlanQualitytoPlanQualityManagement

• Namechange:PerformQualityControltoControlQuality

• Namechange:DevelopHumanResourcePlantoPlanHumanResourceManagement

• Namechangeandrelocation:PlanCommunications(10.2)toPlanCommunicationsManagement(10.1)

• Namechangeandrelocation:DistributeInformation(10.3)toManageProjectCommunications(10.2)

• Namechangeandrelocation:ReportPerformance(10.5)toControlCommunications(10.3)

• Namechange:MonitorandControlRiskstoControlRisks

• Namechange:PlanProcurementstoPlanProcurementManagement

• Namechange:AdministerProcurementstoControlProcurements




• Relocation:IdentifyStakeholders(10.1)toIdentifyStakeholders(13.1)

• Namechangeandrelocation:ManageStakeholderExpectations(10.4)toManageStakeholder Engagement (13.3)

• Namechangeandrelocation:PMBOK Guide ® , Fourth Edition Glossary to Annex A2 – The PMBOK Guide ® Glossary

New Examination Based on PMBOK Guide® , Fifth EditionFinally, anyone who is contemplating pursuit o their PMP or CAPM certication within the next 12 months isanxious to know when the certication examinations will change. Both the PMP and CAPM examinations willchange rom dependence on the PMBOK Guide ® , Fourth Edition to ocus on the PMBOK Guide ® , Fith Edition onJuly 31, 2013. As we have seen in previous change cycles, the demand or examination seats will likely increasesteadily between now and the launch o the new examinations on July 31, 2013. Anyone who wants to test onthe basis o the PMBOK Guide ® , Fourth Edition should make plans to sit the examination as early as possible in2013 to ensure the availability o an acceptable testing opportunity.

Learn MoreTo learn more about how you can improve productivity, enhance eciency, and sharpen your competitive edge,Global Knowledge suggests the ollowing courses:

Applied Project Management

IT Project Management

PMP® Exam Prep Boot Camp

Visit www.globalknowledge.com or call 1-800-COURSES (1-800-268-7737) to speak with a GlobalKnowledge training advisor.

About the Author Since beginning to work or Global Knowledge, Samuel Brown has consulted and trained hundreds o peoplefromvariouscompanies,includinglargeorganizationssuchasthemilitaryandSBC,tosmallcompanies.HisworkatBostonUniversityandIBM’sPCInstitutehasexposedhimtoavarietyofeducationalstylesandhis20+yearsofteachingmakeshimanexpertintheclassroom.Histheory-meets-realityapproachtoteachingmeansthatstudents practice and perect new skills and return to work better prepared to excel at project management.

A proessional with over 15 years o experience in the IT and service sectors, Samuel Brown provides projectmanagement training and consulting to all levels o proessionals to equip them to better handle the complexi-tiesintoday’senvironment.

BrownholdsaProjectManagementProfessionalcerticatefromtheProjectManagementInstitute.Heisacerti-edinstructorwiththeBostonUniversityCorporateEducationCenteraswellasbeingcertiedasatrainerfortheAmericanHumaneAssociationandU.S.DepartmentofHealthandHumanServices.

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