The document discusses the Project Management Body of Knowledge (PMBOK) Guide, which identifies generally recognized good practices for project management. It has gone through several editions, with changes including additional processes, knowledge areas, and incorporating agile concepts. The sixth edition features revisions to the first three sections and changes to process names and knowledge areas. It aims to harmonize terminology with other standards and better address adaptive project environments.
5. • Identifies a subset of project management that is generally
recognized as good practice
• Different from a methodology but a foundation upon which
methodology, policies, procedures, rules, tools and techniques,
and life cycle phases can be built
• Based on the Standard for Project Management (similar to
Standards for Portfolio and Program Management)
Purpose of The PMBOK® Guide
6. • Initially distributed in 1996
• Five (5) process groups (Initiating, Planning, Estimating, Controlling and Closing)
• Nine (9) knowledge areas
• Thirty-seven (37) processes
• Revised about every four years
• Third Edition (2004) – changed to Monitoring and Controlling
• Fourth Edition (2008) – 42 processes
• Fifth Edition (2013) – 47 processes
• First time a new knowledge area has been added
• Sixth Edition (2017) – 49 processes
• Incorporates Agile and Business Analysis concepts
• Harmonization of terminology with other standards
History of The PMBOK® Guide
7. Overall Changes to the Sixth Edition
• First three sections completely revised
• Section 1 – Project approaches
• Section 3 – Role of project manager
• Knowledge area name changes
• Project Time Management is now Project Schedule Management
• Project Human Resource Management is now Project Resource Management
• New Processes
• Manage Project Knowledge
• Implement Risk Responses
• Control Resources
• Deleted Process
• Close Procurement
• Minor change
• Estimate Activity Resources moved to Project Resource Management
8. • Overview and purpose of the guide
• Foundational elements
• Relationship of project, program, portfolio and operations management
• Importance of project management
• Project and development life cycles
• Predictive
• Iterative
• Incremental
• Adaptive
• Hybrid
• Components of the guide
• Tailoring for usage in organizations
• Project Management Business Documents
• Project Business Case
• Project Benefits Management Plan
• Project Charter and Project Management Plan
• Project Success Measures
Chapter 1 - Introduction
9. • Enterprise Environmental Factors
• Internal to the organization
• External to the organization
• Organizational Process Assets
• Processes, policies and procedures
• Organizational knowledge repositories
• Organizational systems
• Organizational governance frameworks
• Alignment, Risk, Performance, Communication
• Management elements
• Organizational structure types
• Organic, Functional, Multidivisional, Matrix,
Project-oriented, Virtual, Hybrid, PMO
Chapter 2 – Environment in Which Projects
Operate
10. • Definition of a Project Manager
• Project Manager’s sphere of influence
• Project
• Organization
• Industry
• Professional discipline
• Across disciplines
• Project Manager Competences
• Technical
• Strategic and business management
• Leadership
• Comparison of leadership and management
• Performing Integration
• Performing at process level
• Integration at cognitive level
• Integration at context level
• Integration and complexity
Chapter 3 – Role of the Project Manager
11. • Introduction
• Projects and Project Management
• Project Success and Benefits Management
• Project Life Cycle
• Project Stakeholders
• Role of Project Manager
• Project Management Knowledge Areas
• Project Management Process Groups
• EEFs and OPAs
• Tailoring the Project Artifacts
• Each process group includes:
• Processes
• Project management plan components
• Project documents examples
• Project management plan/documents updates
Part 2 – The Standard for Project
Management
12. • Usage described in Appendix X3 for agile, adaptive, iterative
and hybrid approaches
• Each knowledge area includes a subsection called
Considerations for Adaptive Environments
Incorporation of Agile
13. PMBOK 5th Edition PMBOK 6th Edition
Perform Quality Assurance Manage Quality
Plan Human Resource Management Plan Resource Management
Acquire Project Team Acquire Resources
Develop Project Team Develop Team
Manage Project Team Manage Team
Control Communications Monitor Communications
Control Risks Monitor Risks
Plan Stakeholder Management Plan Stakeholder Engagement
Control Stakeholder Engagement Monitor Stakeholder Engagement
Process Name Changes
14. • Key concepts
• Trends and emerging practices
• Tailoring considerations
Knowledge Area Information
15. • Each process is identified as:
• Process used once or at predefined points in the project
• Process that is done periodically as needed
• Process that is done continually throughout the project
• Explained further in Section 1.2.4.4
Process Categories
16. • Grouped by purpose
• Data gathering
• Data analysis
• Decision making
• Communication
• Interpersonal and team skills
• Identified in Appendix X6 by group, where appropriate, and lists the
processes where they are used
Tools and Techniques
17. • Entire project management plan listed rather than individual
components
• Individual component listed where created
• Input specifics identified in textual description
• Other project documents
• Individual document identified in process where created
• Subsequent processes refer to the inclusive name, project documents
Project Documents
18. • New process – Manage Project Knowledge
• Output – Lessons learned register
• Input to many processes
• Updated as output in many Executing and Monitoring and Controlling processes
• At project end, transferred to become an OPA
• Referred to as a lessons learned repository
Lessons Learned
19. • Key concepts
• Trends and emerging practices
• Tailoring considerations
• Considerations for agile/adaptive environments
Knowledge Area Front Material
20. • New process
• Manage Project Knowledge
• New inputs
• Business Case
• Projects Benefits Management Plan
• New tools
• Data analysis
• Data gathering
• Decision making
• Interpersonal and team skills
• Knowledge management
• Information management
• New outputs
• Assumption log
• Lessons learned register
• Procurement documentation
Project Integration Management
21. • New inputs
• Business documents
• New tools
• Data analysis
• Data gathering
• Interpersonal and team skills
• New outputs
• None
Project Scope Management
22. • Process moved
• Estimate Activity Resources (moved to Resource Management)
• New inputs
• None
• New tools
• Bottom-up estimating
• Critical path method
• Data analysis
• Agile release planning
• New outputs
• None
Project Schedule Management
23. • New inputs
• Business documents
• New tools
• Data analysis
• Decision making
• Financing
• New outputs
• None
Project Cost Management
24. • New inputs
• Project charter
• New tools
• Data analysis
• Data gathering
• Decision making
• Design for X
• Problem solving
• Quality improvement methods
• Test and inspection planning
• Testing/Product evaluations
• New outputs
• Quality reports
• Test and evaluation documents
Project Quality Management
25. Project Resource Management
(name change)
• New process
• Estimate Activity Resources (moved from Time)
• Control Resources
• New inputs
• None
• New tools
• Data analysis
• Colocation/Virtual teams
• Communication technology
• Individual and team assessment
• Problem solving
• New outputs
• Team charter
26. Project Communication Management
(name change)
• Name changes
• Communications is technology; communication is human
• New inputs
• None
• New tools
• Data analysis
• Interpersonal and team skills
• Communication technology
• New outputs
• None
27. Project Risk Management
• New process
• Implement Risk Responses
• Process name change
• Control Risks to Monitor Risks
• New inputs
• None
• New tools
• Data analysis
• Data gathering
• Prompt list (risk categories)
• PESTLE, TECOP, VUCA
• Representations of uncertainty
• Resource allocation
• New outputs
• Risk report
28. Project Procurement Management
• Deleted process
• Close Procurements
• New inputs
• Business documents
• New tools
• Data analysis
• Data gathering
• Source selection analysis
• New outputs
• Procurement strategy
• Bid documents
• Independent cost estimates
• Closed procurements
• Procurement documentation updates
29. Project Stakeholder Management
• Name changes
• Plan Stakeholder Management to Plan Stakeholder Engagement
• Control Stakeholder Engagement to Monitor Stakeholder Engagement
• New inputs
• Business documents
• New tools
• Data analysis
• Data gathering
• Inspection
• Interpersonal and team skills
• Ground rules
• New outputs
• None
30. Changes to the Certification Exams
• PMP® and PMI-ACP® exams will change beginning March 26, 2018
• CAPM® exams will change end of May, 2018
Should you push to complete before this date or wait?
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