th
4
PMBOK
Edition
Overview
Colleen A. McGraw
16 October 2009
Why does the PMBOK change?
Ensures standards are up
up--to
to--date and reflect
ever--evolving knowledge in the profession
ever
Standards are aligned
aligned, improved
improved, elaborated
PMI updates its global standards at least every 5
years in accordance with ANSI guidelines
PMI operates on a 4 year cycle
PMI follows the Voluntary Consensus Standards
Process
PMI Standards
There are 4 core standards

Representing the 4 key disciplines in the
project management profession
Project Management
Program
g
Management
g
Portfolio Management
Organizational Project Management (OPM3)

Other supplementary materials including
practice standards
Alignment changes
The four standards documents were released
simultaneously and will now be on the same
release schedule
Lexicon project – ensure consistent definitions
and usage among the standards
Cross standards alignment and agreement
Chapters 1 and 2 in all standards documents
were controlled by a single architect to ensure
consistency
PMBOK-wide changes
PMBOKAll process names are VERB NOUN format
Approach
pp
to discussing
g enterprise
p
environmental factors and organizational
g
process assets was standardized and clarified
A standard approach for discussing requested changes, preventive actions,
corrective actions, and defect repairs was employed (change request)
To improve clarity, a distinction was made between the project management
plan and the project documents used to manage the project (such as issue
logs, duration estimates, etc.)
More consistent approach to inputs and outputs, to ensure clear flow among
processes
Process flow diagrams replaced with data flow diagrams

Sh
Shows
iinformation
f
i coming
i iin to process as iinput and
d where
h
iit goes as output
More consistent graphics
Increased emphasis on soft skills – people management and leadership
( h t 8 and
(chapter
d appendix)
di )
Changes to Framework chapters
Chapter 1 - Introduction




Added how project management fits in with programs
programs, portfolios,
portfolios
organizations, and operations.
Expanded comparison of projects, programs, and portfolios
Removed mention of “triple
p constraint” in favor of how p
project
j
managers must balance the constraints of scope, quality,
schedule, budget, resources and risk (balance of constraints)
Removed the introduction to processes (moved to chapter 3)
Chapter 2 – Project Life Cycle and Organization

Expanded discussion of project phases, life cycle, and
stakeholders.
Chapter 3 – Project Management Processes for a
Project



Summarizes the Standard
Process descriptions
p
are edited down and move to this chapter
p
Expanded discussion of iteration
Process Change Summary
Total p
process count reduced from 44 to 42

Two processes were deleted
Develop Preliminary Project Scope Statement
Scope
p Planning
g

Two processes were added
Collect Requirements
Identify
y Stakeholders

Two processes moved from Monitoring & Controlling
Process Group to Executing Process Group
Manage
g Project
j
Team
Manage Stakeholder Expectations

The 6 Project Procurement Management processes
were reconfigured into 4 processes
CH4 - Project Integration
M
Management
anagement
Develop
p Preliminary
y Scope
p Statement

Removed as a process, folded into Define Scope
through progressive elaboration
Clarify difference between project charter and
project scope statement
Business Case added as input to Develop
Project Charter
Change control meetings added as tool and
technique
q in Perform Integrated
g
Change
g Control
Close project changed to Close Project or Phase

Reminds us that this is being done throughout the
project not just at the end
project,
CH5 - Project Scope Management
Added p
process “Collect Requirements”
q




Main output is Requirements Management Plan (part
of project management plan)
Other outputs are the requirements traceability matrix
and requirements documentation
Replaced Scope Planning
New input – Stakeholder Register
Moved discussion of scope management to
introduction
M
More
emphasis
h i on the
h project
j
scope b
baseline
li


Project scope statement
WBS
CH6 - Project Time Management
Arrow Diagramming
g
g removed


As it is rarely used
Could still maybe appear in exam
Brought discussion of three point estimating in
line with the similar discussion in chapter 7
PERT returned to 4th edition as part of 3 point
estimating
Project Document Updates replaces (and
consolidates) a lot of the individually listed
document updates from 3rd edition.
CH7 - Project Cost Management
Control Costs





Performance Measurement Analysis technique
“renamed” Earned Value Management and rewritten
(deleted as a tool in integration management)
Technique added – “to complete performance index”
(TCPI) – to the Control Costs process
Calculated p
projection
j
of the cost p
performance that
must be achieved on the remaining work to meet
specific goal.
Parametric estimating
g folded under the analogous
g
estimating tool and technique
Took out some references to change requests and
change control (doesn’t appear as often)
CH8 - Project Quality Management
Expanded
p
and more detailed inputs,
p
tools and
techniques
Expanded graphics to illustrate some of the
concepts
Expanded discussion of cost of quality
Introduction of upper
pp and lower specification
p
limits to control chart
Quality baseline and cycle of quality removed
Chapter still doesn’t
doesn t address the historical or
industry knowledge necessary to answer certain
quality test questions
CH9 – Project Human Resources
M
Management
anagement
Manage
g Project
j
Team p
process moved to
Execution process group

Expanded discussion of “soft” skills in the develop
and manage
g p
project
j
team p
processes
Stages of team building
Conflict Management
Leadership
Influencing, and decision making.
Focus is on project team.
RBS is no longer used as the acronym for
Resource Breakdown Structure, as it was
confused with the Risk Breakdown Structure in
3rd edition.
edition No substitute is identified
identified.
CH10 - Project Communications
M
Management
anagement
New Process – Identify Stakeholders


Initiating process group
Outputs include stakeholder register and stakeholder
management strategy
Manage Stakeholders (from 3rd Edition) changed to
Manage Stakeholder Expectations

M
Moved
d ffrom monitoring
it i & controlling
t lli tto executing
ti process group
Greater focus on stakeholders
New tools and techniques
q
include stakeholder analysis,
y ,
communication models and communication methods
(were discussed in 3rd edition, but are now specified as
q
)
tools and techniques)
CH11 - Project Risk Management
No significant changes
CH12 - Project Procurement
M
Management
anagement
Largest
g
changes
g to p
process construct of any
y chapter
p



Result is more straightforward, eliminating some of the
overlap and confusion
Teaming Agreements introduced
Other additions include RiskRisk-related contract decisions,
Internet search, and Procurement contract award
3rd Edition
Plan Purchases and Acquisitions
Plan
a Co
Contracting
ac g
Request Seller Responses
Select Sellers
Contract Administration
Contract Closure
4th Edition
Plan Procurements
Conduct Procurements
Administer Procurements
Close Procurements
Appendices
Appendices
pp
A – F similar to p
previous edition
Appendix G – Interpersonal Skills



New section
Important to managing a project, but didn’t
necessarily fit within the construct and intent of a
standard.
Brief overview
Leadership
Team Building
Motivation
Communication
Influencing
Decision making
Political and cultural awareness
Negotiation
How are the standards updated?
While PMI manages the process,
process the
standards are written and reviewed by
teams of volunteers
volunteers. (Appendix C)
Voluntary consensus process
P
Process
ttakes
k over a year to
t complete
l t
Standards team open to PMPs worldwide
Team managed virtually