Presentation with Dr. Lynda Bourne on the key change is the Fifth Edition PMBOK Guide in comparison to other Project Management Standards; ISO 21500 and the Fourth Edition ANSI/PMI 99-001-2008.

1. Discussion Fifth Edition PMBoK
International Relations Committee PMI-J
Tokyo, Japan
January 10th 2013
By Robert Higgins PMP
Chairman IRC
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2. PMBoK Evolution
• Review the Fifth Edition
• Our fear is that what we knew changed.
• We hope that the Fifth Edition is better and
increases our chances for successful projects.
• What I learned is the Fifth is a Stable subtle
improvement.

3. Roadmap
• ANNEX
• ISO 21500 Project Management Standard
• Strategic Value
• Process Group Baseline (Fourth)
• Process Group ISO
• Process Group Fifth
• Stakeholder Management
• 3.8 Project Information (DIKW)
• Deliverable Cycle

4. Fifth Edition Creation of Annex or
The ANSI Approved Standalone
• Rearrange Chapter 3
• Moved and Expanded Sections in the
Annex

5. ISO21500
• Explicitly aligned with ISO215000 X1.1
• PMI relationship
• ISO Secretariat was hosted by USA ANSI
• Inputs and Outputs
• No Tools and Techniques
• Same as ANNEX

6. Strategic Value ISO 21500 and
Fifth
• Global Recognition
• Common Lifecycle Model
• IPEMCC vs IPICC
• Quality
• Risk
• Knowledge/Subject Areas

7. Process Group Fourth (Baseline)
• 42 processes

8. Fourth
Process
Chart

9. ISO 39 Process Group
• Merge Distribute Information and Report Performance
• Report Performance
• Merge Qualitative and Quantitative Risk
• Assess Risks
• Delete
• Collect Requirements
• Verify Scope
• Plan Risk Management
• Close Procurements
• Add ☺
• Collect Lessons Learned
• Control Resources
• Manage Communication

10. ISO
21500
Process
Chart

11. Fifth Changes 47 Processes
• Rename or “Harmonize”
• All Knowledge Areas have same
• (Plan {Something} Management)
• Distribute Information Manage Communication
• Report Performance Control Communications
• Direct and Manage Project Execution Work
• Verify Validate Scope
• Control Perform Quality Control
• Monitor and Control Risks
• Administer Control Procurements
• Move from Communication to Stakeholder
• Identify Stakeholders
• Manage Stakeholder Expectations Engagement
• Adds? Or Explicit Clarification
• Plan Scope Management
• Plan Schedule Management
• Plan Cost Management
• Adds
• Plan Stakeholder Management
• Control Stakeholders Engagement

12. Fifth
Process
Chart

13. Baseline Differences Stakeholder
Management Knowledge Area
• Fifth Definition
• Project Stakeholder Management includes the processes required to identify the people,
groups or organizations that could be impacted by the project, to analyze stakeholder
expectations and their impact on the project, and to develop appropriate management
strategies for effectively engaging stakeholders in project decisions and execution.
• Fifth Reason X1.21 Section 13
• Evolution
• Engaging
• Key decisions and activities
• ISO Definition 4.2.2.3
• The Stakeholder subject group includes the process for identifying and engaging the
project sponsor, customer and other stakeholders to understand their needs and
requirements, manage their expectations and address their issues as they occur.

14. Stakeholder Management – 5th
edition
•2X2 matrix representation of stakeholders is not the
best way to map stakeholders
•At best it can show 3 aspects of a limited number of
stakeholders,
•Other limitations are the dimensions themselves:
–Power/interest
–Interest/impact
–Power/influence
•This assumes there is one definition for
stakeholders but the term is understood differently
in the European languages (probably in JapaneseDr. Lynda Bourne

15. Stakeholder Management – 5th
edition
•Another good point: defines engagement
levels
–Unaware
–Resistant
–Neutral
–Supportive and
–Leading
•Similar to lb methodology but important in
preparing communication plan
Dr. Lynda Bourne

16. Stakeholder Management – 5th
edition
More complete about stakeholders than
before – a good thing
•It alerts PMs to the need to do more
‘homework’ to prepare for communication
•It doesn't say that communication is the
ONLY way to engage stakeholders, but
ensures that there are more steps after
identification before communication plan
Dr. Lynda Bourne

17. A better way to manage
stakeholders
Dr. Lynda Bourne

18. 3.8 Project Information
• Data Information Knowledge Wisdom Model
• Work Performance Data. The raw observations and
measurements identified during the performance of the project
work, such as measuring the percent of work physically
completed.
• Work Performance Information. The results from the analysis of
the performance data, integrated across areas such as the
implementation status of change requests, or forecasts to
complete.
• Work Performance Reports. The physical or electronic
representation of work performance information compiled in
project documents, intended to generate decisions, actions, or
awareness.
• http://mosaicprojects.wordpress.com/2012/10/20/pmbok-

19. Refined Data Model
• Execution/
Monitor
Produces
Data
• Control
Produces
Information
• Monitor and
Control
Produces –
Reports

20. Deliverable Cycle
• 5.4.3.1 Create WBS > Output > Scope Baseline
• WBS
• Major Deliverables
• WBS dictionary
• Deliverables The WBS Dictionary is a document that provides detailed deliverables…..
• 4.3.3 Direct and Manage Project Work > Output
• 4.3.3.1 Deliverable
• 8.3.1.7 Control Quality>
• 8.3.1 Input
• 8.3.1.7 Deliverable
• 8.3.3 Output
• 8.3.3.3 Validated Verified Deliverable
• A goal of the Control Quality process is to determine the correctness of deliverables
• 5.5 Validate Scope>
• 5.5.1. Input
• 5.5.1.5 Verified Deliverable
• 5.5.3 Output

21. Does Fifth Comply with ISO?
• ISO 4.3.8 Collect Lessons Learned
• Deliverable-Lessons Learned document
• Fifth Edition 4.6.3.2 Close Project or Phase: Output
Organizational Process Assets Updates>Make
Explicit!
• ISO 4.3.19 Control Resources
• Deliverables-Change Requests and Corrective Actions
• Fifth Edition 4.5.3.1 Perform Integrated Change
Control:
• ISO 4.3.40 Manage Communications
• Deliverables-Accurate and Timely Information and
Corrective Actions

22. Roadmap
• ANNEX
• ISO 21500 Project Management Standard
• Strategic Value
• Process Group Baseline (Fourth)
• Process Group ISO
• Process Group Fifth
• Stakeholder Management
• 3.8 Project Information (DIKW)
• Deliverable Cycle

23. PMBoK Evolution
• Review the Fifth Edition
• Our fear is that what we knew changed.
• We hope that the Fifth Edition is better and
increases our chances for successful projects.
• What I learned is the Fifth is a Stable subtle
improvement.

24. Align PMBoK Fifth
with ISO 21500
• Robert.Higgins.V@gmail.com
• ISO 21500 and PMBOK Material used for educational use
• Referenced: ISO 21500, PMBoK Fourth, Fifth
• Comparing PMBOK Guide 4th Edition, PMBOK Guide 5th Edition, and ISO 21500 Thierry Labriret, STS www.sts.ch
• Comments on ISO 21500 Draft Version, Stanislaw Gasik, PH. D. www.sybena.pl
• PMBOK 5th Edition some key changes #1, Lynda Bourne Ph.D. http://mosaicprojects.com
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