1. Revision Summary
2013 PMI Project and Program Management Standards
Davis L. Davis PMP, PgMP

2. PPPM Standards
• Recent revisions to the Project
Management Body of Knowledge
(PMBOK®) standards have been
released as of December 31, 2012.
• Three Standards are revised
– PMBOK® Guide – Fifth Edition
– The Standard for Program Management
Third Edition
– The Standard for Portfolio Management
– Third Edition
January 2013 (c) David l. Davis PMP, PgMP 2

3. Moving to Standard’s Standards
• Emphasis on alignment, consistency,
and harmony among
– Relevant PMI Standards
– ISO 21500
– PMI Lexicon / Glossary
– PMI Role Delineation Study
• Knowledge Management (DIKW) Model
• Consistent Naming
– Process Names and Definition
– Inputs – Tools & Techniques - Outputs
January 2013 (c) David l. Davis PMP, PgMP 3

4. PMBOK® Guide 5th Edition
Alignment with ISO 21500:2012
• ISO 21500:2012 is a standard, it is NOT a
methodology
– Published in October 2012
– Framework of national standards and terminology
– ANSI/PMI 99-001-2008 Standard (2012)
• Good project management practice
• It has been formally accepted and approved by
33 countries
• It has a structure similar to the PMI® standard.
The basic structure includes:
– 5 Process Groups
– 10 Subject Groups (knowledge areas)
– 39 Processes
January 2013 (c) David l. Davis PMP, PgMP 4

5. Multi-PMI Standards Emphasis
• PMI Standards
– Stakeholder relationships
– Analytics Tools and Techniques
• Requirements elicitation, definition, and change
control
• Developing the Project Management Plan as
the basis for all sub-plans
– Progressive Elaboration
– Rolling Wave
– Component Management
• DIKW
• ISO / ANSI Alignment
January 2013 (c) David l. Davis PMP, PgMP 5

6. Project Management Standard©
Overview of Changes
• One new knowledge area
• Seven new processes
• Two deleted processes
• Nine process name changes
• Project Management Plan as an input
and updates as an output to most
planning processes
• Many changes to glossary definitions
January 2013 (c) David l. Davis PMP, PgMP 6

7. Project Stakeholder Management
• Stakeholder Management has been
moved as a process in the
Communication Knowledge area to its
own knowledge are:
• This knowledge area contains four
processes:
– Identify Stakeholders
– Plan Stakeholder Management
– Manage Stakeholder Engagement
– Control Stakeholder Engagement
January 2013 (c) David l. Davis PMP, PgMP 7

8. Numeric Labels With Textboxes
Seven New Processes
Plan Scope Management
New addition to ensure consistency across all
project planning processes.
Plan Schedule Management
New focus on initial decisions around control and
maintenance of the schedule.
Plan Cost Management
Lots of changes including a cost management plan. Adding new
ITTO’s including analytics techniques & group decision making.
Manage Communications
Deleted Variance Analysis and called it performance management. Section
on communication technology and performance reporting.
Control Communications
Changes to all ITTOs. Adds meetings and communication models as well as
updating to artifacts.
Plan Stakeholder Management
New Knowledge Area. Much of the content for this comes from the PMBOK® Guide — 4th
Edition Communications Management content.
Control Stakeholder Engagement
All inputs are new. Changes to stakeholder register, project management plan, and issues log. Aligning
more with Program Standard.
January 2013 (c) David l. Davis PMP, PgMP 8

9. Deletions
• Two Processes have been shown the
exit
– Distribute Information
– Report Performance
• The ITTO’s and skills are still
required and in the standard, just
moved to other processes.
January 2013 (c) David l. Davis PMP, PgMP 9

10. Process Renaming
4th Edition 5th Edition
Direct and Manage Project Execution Direct and Manage Project Work
Verify Scope Validate Scope
Plan Quality Plan Quality Management
Perform Quality Control Control Quality
Develop Human Resources Plan Plan Human Resource Management
Plan Communications Plan Communications Management
Monitor and Control Risks Control Risks
Plan Procurements Plan Procurement Management
Administer Procurements Control Procurements
Manage Stakeholder Expectations Manage Stakeholder Engagement
January 2013 (c) David l. Davis PMP, PgMP 10

11. Project Management Plan
• Significant Changes
– Old standard had aggregate of Project
Information Nuggets (PINS) in one
integrated project plan.
– In the Fifth Edition, the process is
represented in a more iterative manner
where the Planning Process Outputs are
still an input
• The project management plan is also an
input to each of the initial planning
processes in each knowledge area.
January 2013 (c) David l. Davis PMP, PgMP 11

12. DIKW
January 2013 (c) David l. Davis PMP, PgMP 12

13. Stakeholder Management
• More integrated with the other standards
• Making it a new Knowledge Area is
more an attribute of structure than
substance.
• A consultant’s goldmine.
January 2013 (c) David l. Davis PMP, PgMP 13

14. Benefits
• Increased Emphasis
– Brought into PMBOK Guide
– Still main pillar of Program Management
• Integration with other knowledge areas
– Planning
– Benefits Management Plan
• New section emphasizes the importance
of returning value from the project
• Per Mark Langley, single biggest
request from business leaders.
January 2013 (c) David l. Davis PMP, PgMP 14

15. Emphasis on these Skills
• Thinking Skills
– Most use the word critical thinking
– But all 6 hats are mentioned
• Decision Making
• Analytics
• Anticipation
January 2013 (c) David l. Davis PMP, PgMP 15

16. Organizational Project Management
• Relationship among portfolio management, program
management, project management, and
organizational project management
• Project Management Office: expanded to include
discussion on the types of PMOs
– Supportive (low level of control, consultative role;
provides best practices, lessons learned, templates,
tools, training, and serves as a project repository)
– Controlling (moderate level of control; provides support
and requires compliance and conformance to
governance through specific tools, templates, and
methodologies)
– Directive (high level of control; controls and directly
manages projects)
January 2013 (c) David l. Davis PMP, PgMP 16

17. Portfolio Changes
• Major overhaul in structure
• One Process Group was added and one
renamed.
• The Defining Process Group contains key
processes to define and plan execution of
the portfolio processes.
• The Monitoring and Controlling Process
Group from The Standard for Portfolio
Management—Second Edition has been
renamed to the Authorizing and Controlling
Process Group.
January 2013 (c) David l. Davis PMP, PgMP 17

18. Program Management
• Return to the domain-orientation of the
first edition,
• 4 Domains
– Strategic Alignment and Life Cycle
– Stakeholder Management
– Program Governance
– Benefits Management
• More influence from outside North
America
January 2013 (c) David l. Davis PMP, PgMP 18

19. Program Management
• Sections 1.2, 1.4, and 1.6 were
realigned and harmonized with the first
sections in the PMBOK® Guide and The
Standard for Portfolio Management.
• Ensures the information regarding the
relationships between projects,
programs, and portfolios are treated
consistently across all three standards.
January 2013 (c) David l. Davis PMP, PgMP 19

20. Change of Knowledge Areas
• Program Management Supporting
Process
– Program Communications Management
– Program Financial Management
– Program Integration Management
– Program Procurement Management
– Program Quality Management
– Program Resource Management
– Program Schedule Management
– Program Scope Management
January 2013 (c) David l. Davis PMP, PgMP 20