A Guide to the Project Management Body of Knowledge: PMBOK

A Guide to the Project Management Body of Knowledge: PMBOK - Printable Version

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A Guide to the Project Management Body of Knowledge: PMBOK - asim99 - 04-18-2013

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) —Fifth Edition reflects the collaboration and knowledge of working project managers and provides the fundamentals of project management as they apply to a wide range of projects. This internationally recognized standard gives project managers the essential tools to practice project management and deliver organizational results.

• A 10th Knowledge Area has been added; Project Stakeholder Management expands upon the importance of appropriately engaging project stakeholders in key decisions and activities.

• Project data information and information flow have been redefined to bring greater consistency and be more aligned with the Data, Information, Knowledge and Wisdom (DIKW) model used in the field of Knowledge Management.

• Four new planning processes have been added: Plan Scope Management, Plan Schedule Management, Plan Cost Management and Plan Stakeholder Management: These were created to reinforce the concept that each of the subsidiary plans are integrated through the overall project management plan.

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RE: A Guide to the Project Management Body of Knowledge: PMBOK - pezhmankhan - 04-18-2013

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RE: A Guide to the Project Management Body of Knowledge: PMBOK - inge911 - 06-27-2015

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PMBOK 4th Edition - sathish - 04-17-2018

The PMI has released the 4th edition of the Project Management Body of Knowledge, and while the members only-PDF cannot be opened by Mac computers due to an obscure plugin (which was also difficult to install on my Windows computer), this update to the third edition of the PMBOK can be regarded as an important milestone.

Some of the changes focus on removing incoherence between the different chapters, others remove conflicts with other PMI standards. The overall number of processes has been decreased from 44 to 42, and a standard approach for discussing changes and corrective actions etc has been introduced.

As a result of these changes, also the PMBOK glossary has been changed. Somme definitions have been added, others have been removed. In order to provide transparency, we will add the new definitions to our project management glossary but not delete the ones that have been removed from the PMBOK. Instead, we will add to each definition in which PMBOK editions the term has been used. We hope that this accommodates your needs.

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RE: A Guide to the Project Management Body of Knowledge: PMBOK - kowheng - 02-22-2019

A Guide to the Project Management Body of Knowledge: PMBOK 5th Ed.

Size: 8.3 MB | Format: PDF

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RE: A Guide to the Project Management Body of Knowledge: PMBOK - jayborre - 08-06-2019

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The PMBOK® Guide Sixth Edition has been released by PMI on 6th September 2017. The latest edition has introduced with new changes for PMP aspirants. If you are a project management professional, you will be curious to understand the trends and direction of project management domain. I keep getting calls from participants of our PMP® online program inquiring about the PMBOK® changes and how it will impact their preparation.

The regular update in PMBOK® Guide ensures that the PMI processes and framework are relevant to Project Management professionals and current market needs. PMI conducts Role Delineation Study (RDS) every 3 to 4 years and in this research, they study the techniques and tools of Project management professionals. Their tools and techniques analysis and observation become the basis for PMP® exam and modifications in PMBOK® Guide.

What’s New in PMBOK® Guide Sixth Edition in a nutshell

Agility and Project Management:
PMI’s approach of doing RDS (Role Delineation Study) ensures that it captures the maturing practices of project management and makes them available to masses. I usually do not like the lag approach of PMI because it catches the trends only after it becomes popular but for a scale at which PMI works this is a good approach. Agile is a mature project management practice now, and many software and non-software projects are using Lean and Agile based approaches. The PMBOK® Guide Sixth Edition embraces agile in all aspects of project management; it has a section in each knowledge area where it elaborates how agile based approaches may tailor the processes discussed in given Knowledge Area. The PMBOK® Guide Sixth Edition also elaborates agile practices for planning and monitoring. PMI has released the Agile Practice Guide along with the PMBOK® Guide Sixth Edition, which covers more about Agile Based approaches.

The Section on Key Concepts:
Now each knowledge area chapter has a section on its key concepts. This information was presented in earlier editions but in this edition it is consolidated and presented for consistency between knowledge areas. This is a good approach to get crisp contents on a given knowledge area.

Coverage of Upcoming Trends and Tailoring:
Each Knowledge area contains a section on upcoming trends which were observed in PMI Study, these trends are not enough mature to be a part of PMBOK® Guide. This is a useful section as it offers some insights into the future of project management.The tailoring section is something which gives us an idea to customize the knowledge area processes based on the need of the project and context of the project. Tailoring was always a part of project management in practice, but now it is explicitly mentioned in the new edition of PMBOK® Guide.

Addition of 3 new Processes:
Manage Project Knowledge: We are living in the world where we need to upgrade knowledge to remain ahead in the competition, so now we have an explicit process for it. It talks about what we need to manage and learn on day to day basis, managing learning is not a phase end job anymore. Its part of daily routine of a project manager.
Implement Risk Response: The most awaited process from last few years, wherein project managers felt that the mitigation part of all identified risks comes under Execution process group. Thus the gap that existed between the five planning processes and one monitoring and controlling process group is filled now. Knowing the importance of risks on projects, this is a welcome addition.

Control Resources: This section takes care of the concern of project managers, considering the importance of assessing actual vs. planned usage of equipment, material, supplies, and human resources.
Change of Name or Moving of Processes
Well, there are quite a few of changes of this nature in this PMBOK® Guide. They fall into two categories:
Change of Name of Knowledge Areas – When these happen, these are notable changes.
The change of “Project Time Management” to “Project Schedule Management” is a corresponding switch.
However, change of “Project Human Resource Management” to “Project Resource Management” represents a pro-active stance from PMI for project managers to keep an eye on all resources – not just human resources. This includes physical – equipment, supplies, and material, and of course, human resources.

Change of Name of Processes
Stakeholder Management to Plan Stakeholder Engagement.
Plan Human Resource Management to Plan Resource Management: This follows the change of the knowledge area above.
Control Communications to Monitor Communications.
Control Risks to Monitor Risks: A new strategy, “Escalate Responses” is added, empowering a Project manager to increase the risk to the appropriate party so that the risk is no longer his/her responsibility. Once escalated, the Project Manager will now have the option of :
Either removing the risk from the project’s risk register after analysis
Or keeping it in the risk register, but classifying it as “Escalated/Assigned To.”

Control Stakeholder Engagement to Monitor Stakeholder Engagement.
Perform Quality Assurance to Manage Quality: This is a shift of name that does not gel with the industry standard terminology of “Quality Assurance.”
Project Managers are now more facilitator and coach, no longer “Control” enthusiasts!

PMI has attempted to move away from the phrase “Control’ to “Monitor” where applicable. Here are the changes of names:
Control Communications to Monitor Communications
Control Risks to Monitor Risks
Control Stakeholder Engagement to Monitor Stakeholder Engagement
But some of the following processes continue to have the word “Control” in them for certain purpose

Monitor and Control Project Work,
Control Schedule,
Control Costs,
Control Quality,
Control Procurement, and
The newly added process of Control Resources.

Closing Procurement is closed out from PMBOK® Guide
Rather than having dedicated Close Procurement Process, the activities involved in old “Close procurement” process are now part of “Close Project or Phase”.

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RE: A Guide to the Project Management Body of Knowledge: PMBOK - concreteok - 05-12-2020

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RE: A Guide to the Project Management Body of Knowledge: PMBOK - babakfeyzi - 03-23-2024

Hi
New link

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