PMI PMBOK 5th to 6th edition: What changes are introduced?
PMBOK 6th Edition
My name is AK and today I would take you through the changes in PMBOK 6th edition
This will be a “very long blog “so do grab a cup of coffee and hop on!
If you are planning to attempt the PMP after 26th March 2018 you have to refer the PMBOK 6th edition
Let’s deep dive into what changes are suggested by PMI in the 10 knowledge areas
We will take it in a before/After format to get a bird’s eye view of the changes made
Please be rest assured that whatever you have prepared in 5th edition is still relevant
Nothing much that was considered relevant has been made irrelevant by PMI despite the addition of Agile practices and Procedures
My Blogs on Mastering ITTO’s And Preparation Guide to PMP can help in case you are still attempting 5th edition
The changes in the PMBOK 6th edition suggests that we cannot ignore Agile anymore for adaptive life cycle projects
To sum it up there are now 49 processes (instead of 47 earlier) as two processes get merged into one
PMBOK 6th edition advises on how a Project Manager should get more involved into the business value of the initiated project
PM should also make sure that Project charter, Project benefit management document and Project Management plan are aligned
PMBOK 6th edition Changes
A short overview of the changes is summarised below
Agile
- Even as we speak Agile and Adaptive methodologies are getting more acceptance in the management of projects
- The PMBOK 6th Edition has included a subsection called Considerations for Adaptive Environments for each knowledge areas
- Some agile-specific tools and techniques have also been introduced into the PMBOK® Guide, such as sprint and iteration planning
- Most importantly it describes the use of agile, adaptive, iterative, and hybrid approaches to Project Management Process Groups
Knowledge areas and Process Changes
- Two Knowledge Areas names are now changed to more closely reflect the work that’s done
- Project Time Management is now changed to Project Schedule Management
- Which goes to say that time is not managed but the schedule is
- The Knowledge Area Project Human Resource Management is changed to Project Resource Management
- One process is added to another and three new processes are now added to reflect the way projects are managed
- Manage Project Knowledge is Added to Project Integration Management
- Estimate Activity Resources has been moved to Project Resource Management
- Control Resources is added to Project Resource Management
- Implement Risk Responses is added to Project Risk Management
- Close Procurements is eliminated as it’s merged to Close project/phase
Several process names are now changed
PMBOK 6th edition has changed the names of several processes to improve consistency and clarity
- Perform Quality Assurance has been changed to Manage Quality
- Plan Human Resource Management is now changed to Plan Resource Management
- Acquire Project Team is changed to Acquire Resources
- Develop Project Team is changed to Develop Team
- Manage Project Team is changed to Manage Team
- Control Communications is changed to Monitor Communications
- Control Risks is changed to Monitor Risks
- Plan Stakeholder Management is changed to Plan Stakeholder Engagement
- Control Stakeholder Engagement is changed to Monitor Stakeholder Engagement
- AGILE PRACTICE GUIDE is also released along with PMBOK 6th edition
- It advises on the best practices used in Agile to drive projects which has high level of uncertainty
- Let’s look into the individual Knowledge areas and figure out what changes are being made
- We would compare the PMBOK 5th and 6th edition ITTO’S (I/P, T&T and O/P) and figure out the differences
PROJECT INTEGRATION MANAGEMENT
The PMBOK 6th edition Integration knowledge area now has 7 processes ( we had 6 earlier )
- Manage Project Knowledge is a process that’s added to the executing Process group
- In Comparison to the 5th edition, the ITTO’S are more elaborately explained
- Changes have been made to the Input, tools, and techniques and the O/P which are as below
1)Develop Project Charter:
Red Colour indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project statement of work 2 Business case 3 Agreements 4 Enterprise environmental factors 5 Organizational process assets
|
INPUTS
1 Business documents a) Business case b) Benefits management plan 2 Agreements 3 Enterprise environmental factors 4 Organization process assets |
| TOOLS AND TECHNIQUES
1 Expert judgment 2 Facilitation techniques
|
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data gathering a) Brainstorming b) Focus groups c) Interviews 3 Interpersonal and team skills a) Conflict management b) Facilitation c) Meeting management 4 Meetings |
| OUTPUTS
1 Project charter
|
OUTPUTS
1 Project charter 2 Assumptions Log |
2) Develop Project Management Plan
- There are changes made to the T& T while O/P and I/P remains same
- The tools and techniques used in this process are same as develop Project charter
- PMBOk 6th edition clearly states that Project Management plan has 18 subsidiary plans and 33 Project documents
- Project Management Plan = 10 subsidiary plans + 3 baselines + 5 additional plans
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project charter 2 Outputs from other processes 3 Enterprise environmental factors 4 Organizational process assets |
INPUTS
1 Project charter 2 Outputs from other processes 3 Enterprise environmental factors 4 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Expert judgment 2 Facilitation techniques
|
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data gathering a) Brainstorming b) Focus groups c) Interviews 3 Interpersonal and team skills a) Conflict management b) Facilitation c) Meeting management 4 Meetings |
| OUTPUTS
1 Project Management Plan
|
OUTPUTS
1 Project Management Plan
|
3) Direct and Manage Project Work
- PMBOK 6th edition suggests changes to I/P and O/P while T&T remain same
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project management plan 2 Approved change requests 3 Enterprise environmental factors 4 Organizational process assets |
INPUTS
1 Project management plan a) Any component 2 Project documents a) Changelog b) Lessons learned register c) Milestone list d) Project communications e) Project schedule f) Requirements traceability matrix g) Risk register h) Risk report 3 Approved change requests 4 Enterprise environmental factors 5 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Expert Judgement 2 Project management information system 3 Meetings |
TOOLS AND TECHNIQUES
1 Expert Judgement 2 Project management information system 3 Meetings |
| OUTPUTS
1 Deliverable 2 Work performance data 3 Change requests 4 Project management plan updates 5 Project documents updates |
OUTPUTS
1 Deliverables 2 Work performance data 3 Issue log 4 Change requests 5 Project management plan updates a) Any component 6 Project documents updates a) Activity list b) Assumption log c) Lessons learned register d) Requirements documentation e) Risk register f) Stakeholder register 7 Organizational process assets updates
|
4) Manage Project Knowledge
- This is a new process added to the executing process group
- The addition of this process brings in more clarity on how and when we document lessons learned
- The PMBOK 6th edition defines Manage Project Knowledge as
- The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning
- The key benefits of this knowledge area are:
- Prior organizational knowledge is referred/leveraged to produce or improve the project outcomes
- The knowledge database created by the project is available to support organizational operations and future projects or phases
- Most Importantly this process is performed throughout the project and is not a one-time activity
- The idea is we should document the lessons learned more often than doing it at the end of project closure
- For instance, in Agile we record the lesson’s learned every sprint through retrospective meetings and is throughout the project
INPUTS:
1 Project Management Plan
- All components of the Project management Plan are inputs to this process (as per PMBOK 6th Edition)
2 Project Documents:
- Lessons learned register
Lessons learned register provides detailed information on effective practices in knowledge management
- Project team assignments
It provides information on the competencies/experience available in the project and the skills which may be missing
- Resource breakdown structure
It gives information on team composition and may help to understand what knowledge is available as a group or missing
- Source selection criteria
It’s a document that sets the desired parameters for a prospective seller to meet
- Stakeholder register
It Contains details about the identified stakeholders to help understand the knowledge/expectation they may have
- Deliverables
These are unique, verifiable and tangible components that should be completed to complete the project/phase/process
Enterprise Environmental factors. These may include but not limited to
- Legal and regulatory requirements, constraints, Organizational culture, Geographic distribution of facilities and resources, Organizational knowledge experts
Organizational Process Assets. These may include but not limited to
- Organizational standard and policies, processes and procedures, Personnel administration, Organizational communication requirements, Formal knowledge-sharing and information-sharing procedures
TOOLS AND TECHNIQUES
1 Expert judgment
PMBOK 6th edition advises expert judgment to consult individuals or groups with specialized knowledge/training
- Knowledge management
- Information management
- Organizational learning
- Knowledge and information management tools, and
- Relevant information from other projects
2 Knowledge Management
It’s all about connecting people and encouraging them to work together and share knowledge among team members
The degree of engagement depends on the nature of the project and diversity of the team including
- Networking
- Communities of practice/interest
- Meetings (includes virtual meetings)
- Work shadowing and reverse shadowing
- Discussion forums such as focus groups
- Knowledge-sharing platforms such as seminars/conferences
- problem-solving workshop sessions, Storytelling
- Creativity and ideas management techniques
- Knowledge fairs and training
3 Information Management. This tool helps in information sharing across people. Can be on below lines
- How lessons learned entries will be documented for codifying explicit knowledge
- How we will update the Lessons learned register
- Library services
- Information gathering, example surfing the web and reading published articles
- Project management information system (PMIS) as they often include document management systems
4 Interpersonal and team skills. The important skills in this category are
- Active listening. Active listening improves knowledge sharing and communication
- Facilitation. It’s mostly guiding a group of individuals on a decision, solution or conclusion without voting
- Leadership. It’s all about inspiring the team to support the project objectives and communicating the vision of the Project
- Networking. Informal connections are made, and knowledge is shared
- Political awareness. PM should plan communication-based on project environment and organization’s political environment
OUTPUTS
1 Lesson’s Learned
- PMBOK 6th edition has included it as an input and updated it as an o/p in many Processes
- It includes category and description of a solution and the impact, recommendations, and proposed actions associated
- For reference it may record challenges, problems, realized risks and opportunities, or other content as appropriate
- Lessons learned can be recorded by anybody who sees a better way of doing things in a project
- It can be done through videos, audios, pictures, or other suitable forms that ensure efficiency of the lessons is documented
- As we come to the end of a project the information documented should be transferred to an organizational process asset
- It’s often called a lesson learned repository
2 Project Management Plan Updates.
- After the changes are approved in the change control board meeting this plan can be updated
- A subsequent change record should be documented for the same
3 Organizational Process Assets Updates
- This process called Manage Project Knowledge is completely dedicated to creating new knowledge
- It may be codified, embedded in deliverables, or embedded in improvements to show the processes and procedures
- OPA is not only used to record new knowledge but is also used for existing ideas on process or procedure
5) Monitor and Control Project Work
- PMBOK 6th edition makes changes to the I/P, Tools, and techniques section while O/p remains same
- Red color indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project management plan 2 Schedule forecasts 3 Cost forecasts 4 Validated changes 5 Work performance information 6 Enterprise environmental factors 7 Organizational process assets |
INPUTS
1 Project management plan a) Any component 2 Project documents a) Assumption log b) Basis of estimates c) Cost forecasts d) Issue log e) Lessons learned register f) Milestone list g) Quality reports h) Risk register i) Risk report j) Schedule forecasts 3 Work performance information 4 Agreements 5 Enterprise environmental factors 6 Organizational process asset |
| TOOLS AND TECHNIQUES
1 Expert judgment 2 Analytical techniques 3 Project management information system 4 Meeting |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data analysis a) Alternatives analysis b) Cost-benefit analysis c) Earned value analysis d) Root cause analysis e) Trend analysis f) Variance analysis 3 Decision making 4 Meetings |
| OUTPUTS
1 Change Requests 2 Work performance reports 3 Project management plan updates 4 Project documents updates
|
OUTPUTS
1 Work performance reports 2 Change requests 3 Project management plan updates a) Any component 4 Project documents updates a) Cost forecasts b) Issue log c) Lessons learned register d) Risk register e) Schedule forecasts |
6) Perform Integrated Change Control
- PMBOK 6th edition has recommended changes to the I/P and T&T while O/P’s remains same
- Blue Color indicates addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project management plan 2 Work performance reports 3 Change requests 4 Enterprise environmental factors 5 Organizational process assets |
INPUTS
1 Project management plan a) Change management plan b) Configuration management plan c) Scope baseline d) Schedule baseline e) Cost baseline 2 Project documents a) Basis of estimates b) Requirements traceability matrix c) Risk report 3 Work performance reports 4 Change requests 5 Enterprise environmental factors 6 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Expert judgment 2 Meetings 3 Change control tools
|
TOOLS AND TECHNIQUES
1 Expert judgment 2 Change control tools 3 Data analysis a) Alternatives analysis b) Cost-benefit analysis 4 Decision making a) Voting b) Autocratic decision making c) Multicriteria decision analysis 5 Meetings |
| OUTPUTS
1 Approved change requests 2 Changelog 3 Project management plan updates 4 Project documents updates |
OUTPUTS
1 Approved change requests 2 Project management plan updates • Any component 3 Project documents updates • Changelog |
7) Close Project or Phase
- PMBOK 6th edition has made some major changes in this process
- Close project/phase and close procurement process which were two processes in the 5th edition has been merged into one
- Red Color indicates removal while Blue indicates addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project management plan 2 Accepted deliverables 3 Organizational process assets |
INPUTS
1 Project charter 2 Project management plan a) All components 3 Project documents a) Assumption log b) Basis of estimates c) Changelog d) Issue log e) Lessons learned register f) Milestone list g) Project communications h) Quality control measurements i) Quality reports j) Requirements documentation k) Risk register l) Risk report 4 Accepted deliverables 5 Business documents a) Business case b) Benefits management plan 6 Agreements 7 Procurement documentation 8 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Expert judgment 2 Analytical techniques 3 Meetings |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data analysis a) Document analysis b) Regression analysis c) Trend analysis d) Variance analysis 3 Meetings |
| OUTPUTS
1 Final product, service, or result transition 2 Organizational process assets updates |
OUTPUTS
1 Project documents updates a) Lessons learned register 2 Final product, service, or result transition 3 Final report 4 Organizational process assets updates |
PROJECT SCOPE MANAGEMENT
There are no changes suggested in this knowledge area in the PMBOK 6th edition (6 processes in all)
1) Plan Scope Management
- There’s one addition to the tools and techniques area of the process, rest all remain same
- Blue color indicates addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project management plan 2 Project charter 3 Enterprise environmental factors 4 Organizational process assets |
INPUTS
1 Project charter 2 Project management plan a) Quality management plan b) Project life cycle description c) Development approach 3 Enterprise environmental factors 4 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Expert judgment 2 Meetings |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data analysis a) Alternatives analysis 3 Meetings |
| OUTPUTS
1 Scope management plan 2 Requirements Management plan |
OUTPUTS
1 Scope management plan 2 Requirements management plan |
2) Collect Requirements
- PMBOK 6th Edition suggests changes only to the I/P section
- Blue Color indicates addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Scope management plan 2 Requirements management plan 3 Stakeholder management plan 4 Project charter 5 Stakeholder register |
INPUTS
1 Project charter 2 Project management plan a. Scope management plan b. Requirements management plan c. Stakeholder engagement plan 3 Project documents a) Assumption log b) Lessons learned register c) Stakeholder register 4 Business documents a) Business case 5 Agreements 6 Enterprise environmental factors 7 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Interviews 2 Focus groups 3 Facilitated workshops 4 Group creativity techniques 5 Group decision-making techniques 6 Questionnaires and surveys 7 Observations 8 Prototypes 9 Benchmarking 10 Context diagrams 11 Document analysis |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data gathering a) Brainstorming b) Interviews c) Focus groups d) Questionnaires and surveys e) Benchmarking 3 Data analysis a. Document analysis 4 Decision making a) Voting b) Multicriteria decision analysis 5 Data representation a) Affinity diagrams b) Mind mapping 6 Interpersonal and team skills a) Nominal group technique b) Observation/conversation c) Facilitation 7 Context diagrams 8 Prototypes |
| OUTPUTS
1 Requirements documentation 2 Requirements traceability matrix |
OUTPUTS
1 Requirements documentation 2 Requirements traceability matrix |
3) Define Scope
- PMBOK 6th Edition changes the I/P and T&T areas of the process
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Scope management plan 2 Project charter 3 Requirements documentation 4 Organizational process assets |
INPUTS
1 Project charter 2 Project management plan a) Scope management plan 3 Project documents a) Assumption log b) Requirements documentation c) Risk register 4 Enterprise environmental factors 5 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Expert judgment 2 Product analysis 3 Alternatives generation 4 Facilitated workshops |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data analysis a. Alternatives analysis 3 Decision making • Multicriteria decision analysis 4 Interpersonal and team skills a. Facilitation 5 Product analysis |
| OUTPUTS
1 Project scope statement 2 Project documents update |
OUTPUTS
1 Project scope statement 2 Project documents updates a) Assumption log b) Requirements documentation c) Requirements traceability matrix d) Stakeholder register |
4) Create WBS
- The difference I can see is for many I/P’S the categorization is changed but the idea remains same
- They have been clubbed into different subheadings for more clarity
5) Validate Scope
- Again even for this process, the categorizations are different and no major changes noted
6) Control Scope
- The only change I can see is for Organizational process assets updates
- It was an O/P in the 5th edition but now has been removed
- Lessons learned has been included as part of Project document updates as O/P
PROJECT SCHEDULE MANAGEMENT
- PMBOK 6th edition has renamed this knowledge area as Project schedule Management
- The process Estimate Activity Resources is moved to Project Human Resource Management knowledge area
- For Product development, it advises more of a Rolling want technique which is a form of iterative planning
- The requirements can be categorized in the form of user stories with time box period approach
- PMBOK 6th edition now advises pull-based scheduling concepts from lean manufacturing
1) Plan Schedule Management
- No significant changes have been made, all I/P, Tool and techniques and O/P’s are the same
2) Define Activities
- Blue Colour indicates addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Schedule management plan 2 Scope baseline 3 Enterprise environmental factors 4 Organizational process assets |
INPUTS
1 Project management plan a) Schedule management plan b) Scope baseline 2 Enterprise environmental factors 3 Organizational process assets |
| TOOLS AND TECHNIQUES
1 1 Decomposition 2 Rolling wave planning 3 Expert judgment |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Decomposition 3 Rolling wave planning 4 Meetings |
| OUTPUTS
1 1 Activity list 2 Activity attributes 3 Milestone list |
OUTPUTS
1 Activity list 2 Activity attributes 3 Milestone list 4 Change requests 5 Project management plan updates a) Schedule baseline b) Cost baseline |
3) Sequence Activities
- Red color indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Schedule management plan 2 Activity list 3 Activity attributes 4 Milestone list 5 Project scope statement 6 Enterprise environmental factors 7 Organizational process assets |
INPUTS
1 Project management plan a) Schedule management plan b) Scope baseline 2 Project documents a) Activity attributes b) Activity list c) Assumption log d) Milestone list 3 Enterprise environmental factors 4 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Precedence diagramming method (PDM) 2 Dependency determination 3 Leads and lags |
TOOLS AND TECHNIQUES
1 Precedence diagramming method 2 Dependency determination and integration 3 Leads and lags 4 Project management information system |
| OUTPUTS
1 Project schedule network diagrams 2 Project documents update |
OUTPUTS
1 Project schedule network diagrams 2 Project documents updates a) Activity attributes b) Activity list c) Assumption log 1 • Milestone list |
4) Estimate Activity Durations
- PMBOK 6th edition has categorized many documents under the heading “Project documents” to make things simpler
- Red color indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Schedule management plan 2 Activity list 3 Activity attributes 4 Activity resource requirements 5 Resource calendars 6 Project scope statement 7 Risk register 8 Resource breakdown structure 9 Enterprise environmental factors 10 Organizational process assets |
INPUTS
1 Project management plan a) Schedule management plan b) Scope baseline 2 Project documents a) Activity attributes b) Activity list c) Assumption log d) Lessons learned register e) Milestone list f) Project team assignments g) Resource breakdown structure h) Resource calendars i) Resource requirements j) Risk register 3 Enterprise environmental factors 4 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Expert judgment 2 Analogous estimating 3 Parametric estimating 4 Three-point estimating 5 Group decision-making techniques 6 Reserve analysis |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Analogous estimating 3 Parametric estimating 4 Three-point estimating 5 Bottom-up estimating 6 Data analysis a) Alternatives analysis b) Reserve analysis 7 Decision making 8 Meetings |
| OUTPUTS
1 Activity Duration Estimates 2 Project documents updates |
OUTPUTS
1 Duration estimates 2 Basis of estimates 3 Project documents updates a. Activity attributes b. Assumption log c. Lessons learned register |
5) Develop Schedule
- PMBOK 6th edition recommends changes to all 3 areas ( I/P, T&T and O/P)
- Red indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Schedule management plan 2 Activity list 3 Activity attributes 4 Project schedule network diagrams 5 Activity resource requirements 6 Resource calendars 7 Activity duration estimates 8 Project scope statement 9 Risk register 10 Project staff assignments 11 Resource breakdown structure 12 Enterprise environmental factors 13 Organizational process assets |
INPUTS
1 Project management plan a) Schedule management plan b) Scope baseline 1 Project documents a) Activity attributes b) Activity list c) Assumption log d) Basis of estimates e) Duration estimates f) Lessons learned register g) Milestone list h) Project schedule network diagrams i) Project team assignments j) Resource calendars k) Resource requirements l) Risk register 2 Agreements 3 Enterprise environmental factors 4 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Schedule network analysis 3 Critical path method 2 Critical chain method 3 Resource optimization techniques 4 Modelling techniques 5 Leads and lags 6 Schedule compression 7 Scheduling tool |
TOOLS AND TECHNIQUES
1 Schedule network analysis 2 Critical path method 3 Resource optimization 4 Data analysis a. What-if scenario analysis b. Simulation 5 Leads and lags 6 Schedule compression 7 Project management information system 8 Agile release planning |
PMBOK 5th edition: OUTPUTS1 Schedule baseline 2 Project schedule 3 Schedule data 4 Project calendars 5 Project management plan updates 6 Project documents updates |
PMBOK 6th edition OUTPUTS1 Schedule baseline 2 Project schedule 3 Schedule data 4 Project calendars 5 Change requests 6 Project management plan updates a) Schedule management plan b) Cost baseline 7 Project documents updates a) Activity attributes b) Assumption log c) Duration estimates d) Lessons learned register e) Resource requirements f) Risk register |
6) Control Schedule
- PMBOK 6th edition introduces couple of changes namely
- Tools and Techniques now includes Iteration burndown chart and
- Organizational process assets updates have been removed from the O/P
PROJECT COST MANAGEMENT
- PMBOK 6th edition brings in an Important term/change: Earned schedule (ES)
- Earned Schedule (ES) is an extension of earned value management (EVM)
- Earned schedule theory replaces the schedule variance measures used in traditional EVM (earned value − planned value) with ES and actual time (AT)
- Any project is considered ahead of schedule if the amount of earned schedule is greater than 0 (schedule variance ES − AT)
- Which means the project earned more value than planned at a given point in time
- The schedule performance index (SPI) using earned schedule metrics is ES/AT which indicates efficiency with which work is being accomplished
- The PMBOK 6th edition considers Agile/adaptive environments
- Detailed cost calculations may not be helpful for agile environments due to frequent changes in the scope
- A more flexible approach can be taken when it comes to forecasting of project labor costs
- It can easily adjust as changes arise
- For Agile/adaptive environments the scope and schedule are more often adjusted to stay within cost constraints
1) Plan Cost Management
- Nothing changes here in I/P, Tools and Techniques or O/P
2) Estimate Costs
- Human resource management plan is removed as an I/P in the PMBOK 6th edition
- Project management software and Vendor bid analysis is also removed as a T&T
- Many documents are categorized under Project documents and Project Management plan headings
- Other I/P, T&T and O/P’S remain same
3) Determine Budget
- Enterprise environmental factors have been added as an I/P in the PMBOK 6th edition
- Business documents (Business case and Benefits management plan) is now an I/P
- Agreements term has been removed as an I/P as it may be included in the business documents
- Resource calendars are no more part of the I/P
- Financing is a new T&T added to the process with no changes to the O/P
- It primarily deals with arranging funds for projects
- It’s common for long-term infrastructure, industrial, and public services projects to seek external budgeting source
4) Control Costs
- Project documents (Lessons learned register) is added as an I/P
- Expert judgment is included as a T&T while Forecasting is removed
- Performance reviews is removed as T&T as we already have Variance analysis and trend analysis to look at
- Organizational process assets updates are removed from O/P while Others remain same
PROJECT QUALITY MANAGEMENT
- PMBOK 6th edition renames Perform Quality Assurance to Manage Quality
1) Plan Quality Management
- Red indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project management plan 2 Stakeholder Register 3 Risk register 4 Requirements documentation 5 Enterprise environmental factors 6 Organizational process assets |
INPUTS
1 Project charter 2 Project management plan a) Requirements management plan b) Risk management plan c) Stakeholder engagement plan d) Scope baseline 3 Project documents a) Assumption log b) Requirements documentation c) Requirements traceability matrix d) Risk register e) Stakeholder register 4 Enterprise environmental factors 5 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Cost-benefit analysis 2 Cost of quality 3 Cost of quality Seven basic quality tools 4 Benchmarking 5 Design of experiments 6 Statistical sampling 7 Additional quality planning tools 8 Meetings |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data gathering a. Benchmarking b. Brainstorming c. Interviews 3 Data analysis a. Cost-benefit analysis b. Cost of quality 4 Decision making a. Multicriteria decision analysis 5 Data representation a. Flowcharts b. Logical data model c. Matrix diagrams d. Mind mapping 6 Test and inspection planning 7 Meetings |
| OUTPUTS
1 Quality management plan 2 Process improvement plan 3 Quality metrics 4 Quality checklists 5 Project documents updates |
OUTPUTS
1 Quality management plan 2 Quality metrics 3 Project management plan updates a. Risk management plan b. Scope baseline 4 Project documents updates a. Lessons learned register b. Requirements traceability matrix c. Risk register d. Stakeholder register |
2) Manage Quality
- PMBOK 6th edition has renamed Perform Quality Assurance to Manage quality
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Quality management plan 2 Process improvement plan 3 Quality metrics 4 Quality control measurements 5 Project documents |
INPUTS
1 Project management plan a. Quality management plan 2 Project documents a) Lessons learned register b) Quality control measurements c) Quality metrics d) Risk report 3 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Quality management and control tools 2 Quality audits 3 Process analysis |
TOOLS AND TECHNIQUES
1 Data gathering a) Checklists 2 Data analysis a) Alternatives analysis b) Document analysis c) Process analysis d) Root cause analysis 3 Decision making a) Multicriteria decision analysis 4 Data representation a) Affinity diagrams b) Cause-and-effect diagrams c) Flowcharts d) Histograms e) Matrix diagrams f) Scatter diagrams 5 Audits 6 Design for X 7 Problem-solving 8 Quality improvement methods |
| OUTPUTS
1 Change requests 2 Project management plan updates 3 Project documents updates 4 Organizational process assets update |
OUTPUTS
1 Quality reports 2 Test and evaluation documents 3 Change requests 4 Project management plan updates a) Quality management plan b) Scope baseline c) Schedule baseline d) Cost baseline 5 Project documents updates a. Issue log b. Lessons learned register c. Risk register |
3) Control Quality
- Quality checklist is removed, and Enterprise environmental factors are added as an I/P
- Data gathering/analysis is added as a T&T and Approved change requests review removed
- Validated changes, Organizational process assets updates are removed as O/P
PROJECT RESOURCE MANAGEMENT
- PMBOK 6th edition renames Project Human Resource Management to Project Resource Management
- Two more processes have been added to this knowledge area
- Estimate Activity resources has been moved from schedule to Resource Management
- A new Process named Control Resources has been introduced to the M&C
- We now have a controlling process in all the knowledge areas
1) Plan Resource Management
- Red Colour indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project management plan 2 Activity resource requirements 3 Enterprise environmental factors 4 Organizational process assets |
INPUTS
1 Project charter 2 Project management plan a) Quality management plan b) Scope baseline 3 Project documents a) Project schedule b) Requirements documentation c) Risk register d) Stakeholder register 4 Enterprise environmental factors 5 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Organization charts and position descriptions 2 Networking 3 Organizational theory 4 Expert judgment 5 Meetings |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data representation a) Hierarchical charts b) Responsibility assignment matrix c) Text-oriented formats 3 Organizational theory 4 Meetings |
| OUTPUTS
1 Human resource management plan |
OUTPUTS
1 Resource management plan 2 Team charter 3 Project documents updates a) Assumption log b) Risk register |
2) Estimate Activity Resources
- Project Management plan and Assumptions log have been included as I/P’S
- Published estimating data has been removed and Analogous, Parametric and Meetings have been included as T&T
- Basis of estimates has been included as an O/P
3) Acquire Resources
- PMBOK 6th Edition reflects changes to the I/P, T&T and O/P
- Red color indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Human resource management plan 2 Enterprise environmental factors 3 Organizational process assets |
INPUTS
1 Project management plan a) Resource management plan b) Procurement management plan c) Cost baseline 2 Project documents a) Project schedule b) Resource calendars c) Resource requirements d) Stakeholder register 3 Enterprise environmental factors 4 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Pre-assignment 2 Negotiation 3 Acquisition 4 Virtual teams 5 Multi-criteria decision analysis |
TOOLS AND TECHNIQUES
1 Decision making a) Multicriteria decision analysis 2 Interpersonal and team skills a) Negotiation 3 Pre-assignment 4 Virtual teams |
| OUTPUTS
1 Project staff assignments 2 Resource calendars 3 Project management plan updates |
OUTPUTS
1 Physical resource assignments 2 Project team assignments 3 Resource calendars 4 Change requests 5 Project management plan updates a) Resource management plan b) Cost baseline 6 Project documents updates a) Lessons learned register b) Project schedule c) Resource breakdown structure d) Resource requirements e) Risk register f) Stakeholder register 7 Enterprise environmental factors updates 8 Organizational process assets updates |
4) Develop Team
- There are changes to I/P, T&T and O/P in the PMBOK 6th edition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Human resource management plan 2 Project staff assignments 3 Resource calendars |
INPUTS
1 Project management plan a) Resource management plan 2 Project documents a) Lessons learned register b) Project schedule c) Project team assignments d) Resource calendars e) Team charter 3 Enterprise environmental factors 4 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Interpersonal skills 2 Training 3 Team-building activities 4 Ground rules 5 Colocation 6 Recognition and rewards 7 Personnel assessment tools |
TOOLS AND TECHNIQUES
1 Colocation 2 Virtual teams 3 Communication technology 4 Interpersonal and team skills a) Conflict management b) Influencing c) Motivation d) Negotiation e) Team building 5 Recognition and rewards 6 Training 7 Individual and team assessments 8 Meetings |
| OUTPUTS
1 Team performance assessments 2 Enterprise environmental factors updates |
OUTPUTS
1 Team performance assessments 2 Change requests 3 Project management plan updates a) Resource management plan 4 Project documents updates a) Lessons learned register b) Project schedule c) Project team assignments d) Resource calendars e) Team charter 5 Enterprise environmental factors updates 6 Organizational process assets updates |
5) Manage Team
- Enterprise environmental factors and Project documents (Team charter, Lessons learned register) are included as I/P’S
- Observation and conversation, Project performance appraisals are removed as T&T
- Project management information system is included as T&T
- Organizational process assets update is removed as O/P as it’s included in the Project document updates (lessons learned)
6) Control Resources
- PMBOK 6th edition has included this new process so let’s go through it in detail
Inputs:
The following I/P’s are included in the PMBOK 6th edition
1 Project Management Plan. It emphasis on
a) Resource Management Plan
- This plan guides the Project Manager on how resources should be used, controlled, and eventually released
2 Project Documents
a) Issue Log
- This documents any lack of resources, delays in material supplies, or low grade of material shipped
b) Lessons learned register
- Lessons learned earlier in the project/phase can be used to improve physical control of resources
c) Physical resource assignments
- This documents the types, amount, location or the categorization of the resource (internal/external/outsourced) allocated
d) Project Schedule
- It shows how, when and how many resources are needed at what location
e) Resource breakdown structure
- It indicates the PM/team if any physical resources need to be replaced/re-acquired
f) Resource requirements
- Gives a clear picture on quantity of material, equipment, supplies or any physical resources needed for the project
g) Risk register
- From Resource standpoint, the Risk register identifies individual risks that can impact equipment, supplies or materials
3 Work Performance data
- It’s the raw data on the project status like number and type of resources used
4 Agreements
- It Outlines the process on how new resources be acquired and/or how issues with existing resources be addressed
- And most importantly it should align with the agreement language
5) Organizational Process Assets
- Helps PM deal with resource control, assignment, escalation process and lessons learned repository from earlier similar projects can help
Tools and Techniques
PMBOK 6th edition has included four Tools and Techniques in this process
1 Data analysis
a) Alternatives analysis
- It’s the art of balancing and analyzing the situations and then taking a call
- For instance, it may make sense to spend a bit extra on resources than to lose an important milestone/delivery
b) Cost-benefit analysis
- It indicates what best corrective actions we can take when it comes to money/cost to avoid any deliverable failures/deviations
c) Performance reviews
- We measure and compare what was planned versus actual and the regular cost/ schedule reviews to analyze the resource utilization
d) Trend analysis
- It’s a popular method to figure out if performance is improving/worsening over time
2 Problem Solving
To fix internal/external resources issues Project Managers should use the below sequence of events
- Identifying and Specifying the problem
- Defining the problem and breaking it into smaller parts
- Investigating with reliable data
- Analysing and finding the root cause
- Solving it by choosing the right solution
- Checking and confirming resolution
3) Interpersonal and team skills
The soft skills needed are
a) Negotiation
- It’s one of the key skills which helps PM get, remove or change any additional physical resources
b) Influencing
- Influencing customer/senior management to get the resources in time
4 Project Management Information System
- This software scheduling tool/resource management can be used to confirms if the right resources are working on the assigned activities
Output:
The PMBOK 6th edition allocates four O/P’S for this process
1 Work Performance Information
- The WPI helps in identifying any gaps in resource availability by comparing actual vs planned vs utilization resource utilization
2 Change Requests
- Change request must be submitted to the change control board for approval for any recommended, corrective or preventive actions
3 Project Management Plan Updates
- The subsidiary plans that may require an update after change approvals can be
a) Resource management plan
- This plan may be updated to reflect the actual experience in managing project resources
b) Schedule baseline
- Changes to the schedule may be required to reflect the way project resources are being managed
c) Cost baseline
- This subsidiary plan may need a revision to reflect the way project resources are being managed
4 Project Documents Updates
a) Assumption log:
- Updating assumptions log may be related to physical resources, new equipment, materials or supplies
b) Issue log
- Issue log needs to be updated on a regular basis to keep track of the issues raised by the stakeholders
c) Lessons learned register
- This document needs to be updated on whatever we learn on resource management as we moved forward (corrective/preventive actions)
d) Physical resource assignments
- This assignment can change due to changes in the organization, environment or resource availability/unavailability
e) Resource breakdown structure
- This register should be updated to reflect the changes in resource utilization
f) Risk register
- Risk Register is updated to reflect on any physical resource risk or resource availability/utilization
PROJECT COMMUNICATIONS MANAGEMENT
- PMBOK 6th edition renames Control Communications to Monitor Communications
- Communications types, ways, and best practices have been more explicitly elaborated in the 6th edition
1 Plan Communications Management
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project management plan 2 Stakeholder register 3 Enterprise environmental factors 4 Organizational process assets |
INPUTS
1 Project charter 2 Project management plan a) Resource management plan b) Stakeholder engagement plan 3 Project documents a) Requirements documentation b) Stakeholder register 4 Enterprise environmental factors 5 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Communication requirements analysis 2 Communication technology 3 Communication models 4 Communication methods 5 Meetings |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Communication requirements analysis 3 Communication technology 4 Communication models 5 Communication methods 6 Interpersonal and team skills a) Communication styles assessment b) Political awareness c) Cultural awareness 7 Data representation a) Stakeholder engagement assessment matrix 8 Meetings |
| OUTPUTS
1 Communications management plan 2 Project documents updates |
OUTPUTS
1 Communications management plan 2 Project management plan updates a) Stakeholder engagement plan 3 Project documents updates a) Project schedule b) Stakeholder register |
2 Manage Communications
- PMBOK 6th edition has made some significant changes in the process
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Communications management plan 2 Work performance reports 3 Enterprise environmental factors 4 Organizational process assets |
INPUTS
1 Project management plan a) Resource management plan b) Communications management plan c) Stakeholder engagement plan 2 Project documents a) Changelog b) Issue log c) Lessons learned register d) Quality report e) Risk report f) Stakeholder register 3 Work performance reports 4 Enterprise environmental factors 5 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Communication technology 2 Communication models 3 Communication methods 4 Information management systems 5 Performance reporting |
TOOLS AND TECHNIQUES
1 Communication technology 2 Communication methods 3 Communication skills a) Communication competence b) Feedback c) Nonverbal d) Presentations 4 Project management Information system 5 Project reporting 6 Interpersonal and team skills a) Active listening b) Conflict management c) Cultural awareness d) Meeting management e) Networking f) Political awareness 7 Meetings |
| OUTPUTS
1 Project communications 2 Project management plan updates 3 Project documents updates 4 Organizational process assets updates |
OUTPUTS
1 Project communications 2 Project management plan updates a) Communications management plan b) Stakeholder engagement plan 3 Project documents updates a) Issue log b) Lessons learned register c) Project schedule d) Risk register e) Stakeholder register 4 Organizational process assets updates |
3) Monitor Communications
- Enterprise environmental factors are included in I/P
- Data analysis and Interpersonal and team skills are included in T&T
- Organizational process assets updates are excluded from O/P’S
PROJECT RISK MANAGEMENT
PMBOK 6th edition adds a new process called Implement Risk Responses to this knowledge area
1) Plan Risk Management
- No significant changes noted, but one T&T has been named as Data analysis instead of Analytical Technique
- Risk Management is all about planning and most importantly understanding the stakeholder risk attitudes and the strategic risk exposure
2) Identify Risks
- Agreements have been made as a separate I/P
- Cost and schedule baselines are included in the Project management Plan and Diagramming techniques is removed as part of T&T
- Interpersonal and team skills (Facilitation), Prompt lists and Meetings are added as part of T&T
- Risk report and Project documents updates are added as O/P’S
3) Perform Qualitative Risk Analysis
- Assumption log, Stakeholder register are added as part of Project document and are I/P’s
- Data gathering (Interviews), Data Analysis (Assessment of other risk parameters), Interpersonal and team skills (Facilitation) are included as T&T
- Tools and Techniques now include Data representation (Hierarchical charts) and Meetings
4) Perform Quantitative Risk Analysis
- PMBOk 6th edition makes the following changes , Red color indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Risk management plan 2 Cost management plan 3 Schedule management plan 4 Risk register 5 Enterprise environmental factors 6 Organizational process assets |
INPUTS
1 Project management plan a) Risk management plan b) Scope baseline c) Schedule baseline d) Cost baseline 2 Project documents a) Assumption log b) Basis of estimates c) Cost estimates d) Cost forecasts e) Duration estimates f) Milestone list g) Resource requirements h) Risk register i) Risk report j) Schedule forecasts 3 Enterprise environmental factors 4 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Data gathering and representation techniques 2 Quantitative risk analysis and modeling techniques 3 Expert judgment |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data gathering a) Interviews 3 Interpersonal and team skills a) Facilitation 4 Representations of uncertainty 5 Data analysis a) Simulations b) Sensitivity analysis c) Decision tree analysis d) Influence diagrams |
| OUTPUTS
1 Project documents updates |
OUTPUTS
1 Project Documents Updates a) Risk Report |
5) Plan Risk Responses
- PMBOK 6th edition recommends significant changes in all the 3 areas of the ITTO’S
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Risk management plan 2 Risk register |
INPUTS
1 Project management plan a) Resource management plan b) Risk management plan c) Cost baseline 2 Project documents a) Lessons learned register b) Project schedule c) Project team assignments d) Resource calendars e) Risk register f) Risk report g) Stakeholder register 3 Enterprise environmental factors 4 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Strategies for negative risks or threats 2 Strategies for positive risks or opportunities 3 Contingent response strategies 4 Expert judgment |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data gathering a) Interviews 3 Interpersonal and team skills a) Facilitation 4 Strategies for threats 5 Strategies for opportunities 6 Contingent response strategies 7 Strategies for overall project risk 8 Data analysis a) Alternatives analysis b) Cost-benefit analysis 9 Decision making a) Multicriteria decision analysis |
| OUTPUTS
1 Project management plan updates 2 Project documents updates |
OUTPUTS
1 Change requests 2 Project management plan updates a) Schedule management plan b) Cost management plan c) Quality management plan d) Resource management plan e) Procurement management plan f) Scope baseline g) Schedule baseline h) Cost baseline 3 Project documents updates a) Assumption log b) Cost forecasts c) Lessons learned register d) Project schedule e) Project team assignments f) Risk register g) Risk report |
6) Implement Risk Responses
- PMBOK 6th edition adds this new process to the knowledge area so let’s go through it in detail
Inputs:
1 Project Management Plan
a) Risk management plan
- This plan documents the stakeholders/team member roles in risk management
- It also indicates the risk threshold based on the stakeholder appetite for risk and helps in assigning risk owners
2 Project documents
a) Lessons learned register
- Any documented lessons learned earlier can be used to improve current phase
b) Risk register
- This document has the agreed risk owners for the individual risks and plans
c) Risk report
- This report documents the major risks identified in the project/ phase, their mitigation plans and drills into the overall risk exposure
3 Organizational process assets
- The historical records can influence the implementation of risk response process as it has documented their effectiveness in earlier projects
Tools and Techniques
1) Expert judgment
- People with knowledge on specific specialization can help in implementing risk responses
2 Interpersonal and Team Skills
a) Influencing
- PM may need to influence people outside the boundaries of the project to get the risk response implemented
3 Project management information system
- There are schedule ,cost or resource software available that can be used to implement risk response plans
Output’s
PMBOK 6th edition lists the O/P’S as below
1 Change requests
- Any change in the components of the Project Management plan would have to go through a change request
2 Project Documents Updates
a) Issue log
- Any issues reported while implementing risk responses are identified in the issue log
b) Lessons learned register
- We document what went well and what didn’t while implementing the risk strategies
c) Project team assignments
- Suitable resources are identified and assigned to act on the agreed risk response plan and budget/schedule buffers are allocated
d) Risk Register
- While implementing risk responses, any changes made needs to be documented in the Risk Register
e) Risk report
- Risk report should be updated to reflect the overall risks scenario and the agreed risk response implementations
6) Monitor Risks
- Control Risk process is now renamed as Monitor Risk
- Additional Project documents in the form of Issue log, Lessons learned register and Risk report are included as I/P’S
- Risk reassessment is no longer part of T&T
- Risk Report is an addition document that needs to be updated as part of the Project documents updates as O/P
PROJECT PROCUREMENT MANAGEMENT
- PMBOK 6th edition has removed the close procurements process and merged it to close project/phase
- A governing agreement such as a master services agreement (MSA) can be used for overall engagement
- Adaptive work can be driven as a supplement, allowing changes to occur on adaptive scope without impacting the overall contract
1) Plan Procurement Management
- Project charter, Business documents (Business case, Benefits management plan) are included as I/P’S
- Milestone list, Project team assignments and Requirements traceability matrix are also included as part of I/P’S
- Project schedule, Activity cost estimates are removed as part of I/P
- Source selection analysis is included as part of T&T
- Procurement strategy, bid documents, Independent cost estimate and Organizational process assets updates has been added as O/P’S
2) Conduct Procurements
- Make-or-buy decisions decision is now removed as I/P and Project SOW, source selection criteria has been included into Procurement documents
- Project document now lists a series of document and Independent estimates ,Analytical techniques are removed from T&T
- Organizational process assets updates are included as O/P and we now have a list of documents listed under Project document updates
- Project Management Plan updates also lists the subsidiary plans to be updated as O/P
3) Control Procurements
- PMBOK 6th Edition changes listed below
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project management plan 2 Procurement documents 3 Agreements 4 Approved change requests 5 Work performance reports 6 Work performance data |
INPUTS
1 Project management plan a) Requirements management plan b) Risk management plan c) Procurement management plan d) Change management plan e) Schedule baseline 2 Project documents a) Assumption log b) Lessons learned register c) Milestone list d) Quality reports e) Requirements documentation f) Requirements traceability matrix g) Risk register h) Stakeholder register 3 Agreements 4 Procurement documentation 5 Approved change requests 6 Work performance data 7 Enterprise environmental factors 8 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Contract change control system 2 Procurement performance reviews 3 Inspections and audits 4 Performance reporting 5 Payment systems 6 Claims administration 7 Records management system |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Claims administration 3 Data analysis a) Performance reviews b) Earned value analysis c) Trend analysis 4 Inspection 5 Audits |
| OUTPUTS
1 Work performance information 2 Change requests 3 Project management plan updates 4 Project documents updates 5 Organizational process assets updates |
OUTPUTS
1 Closed procurements 2 Work performance information 3 Procurement documentation updates 4 Change requests 5 Project management plan updates a) Risk management plan b) Procurement management plan c) Schedule baseline d) Cost baseline 6 Project documents updates a) Lessons learned register b) Resource requirements c) Requirements traceability matrix d) Risk register e) Stakeholder register 7 Organizational process assets update |
PROJECT STAKEHOLDER MANAGEMENT
- PMBOK 6th edition renames Plan Stakeholder Management to Plan Stakeholder Engagement and
- Control Stakeholder Engagement is renamed as Monitor Stakeholder Engagement
1) Identify Stakeholders
- Red Colour indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project charter 2 Procurement documents 3 Enterprise environmental factors 4 Organizational process assets |
INPUTS
1 Project charter 2 Business documents a) Business case b) Benefits management plan 3 Project management plan a. Communications management plan b. Stakeholder engagement plan 4 Project documents a) Changelog b) Issue log c) Requirements documentation 5 Agreements 6 Enterprise environmental factors 7 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Stakeholder analysis 2 Expert judgment 3 Meetings |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data gathering a) Questionnaires and surveys b) Brainstorming 3 Data analysis a) Stakeholder analysis b) Document analysis 4 Data representation a) Stakeholder mapping/ representation 5 Meeting |
| OUTPUTS
1 Stakeholder register |
OUTPUTS
1 Stakeholder register 2 Change requests 3 Project management plan updates a) Requirements management plan b) Communications management plan c) Risk management plan d) Stakeholder engagement plan 4 Project documents updates a) Assumption log b) Issue log c) Risk register |
2) Plan Stakeholder Engagement
- PMBOK 6th Edition changes listed below where Red Color indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project management plan 2 Stakeholder register 3 Enterprise environmental factors 4 Organizational process assets |
INPUTS
1 Project charter 2 Project management plan a) Resource management plan b) Communications management plan c) Risk management plan 3 Project documents a) Assumption log b) Changelog c) Issue log d) Project schedule e) Risk register f) Stakeholder register 4 Agreements 5 Enterprise environmental factors 6 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Expert judgment 2 Meetings 3 Analytical techniques |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Data gathering a) Benchmarking 3 Data analysis a) Assumption and constraint analysis b) Root cause analysis 4 Decision making a) Prioritization/ranking 5 Data representation a) Mind mapping b) Stakeholder engagement assessment matrix 6 Meetings |
| OUTPUTS
1 Stakeholder management plan 2 Project documents update |
OUTPUTS
1 Stakeholder engagement plan |
3) Manage Stakeholder Engagement
- PMBOK 6th Edition changes are listed where Red Color indicates removal and Blue addition
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Stakeholder management plan 2 Communications management plan 3 Changelog 4 Organizational process assets |
INPUTS
1 Project management plan a) Communications management plan b) Risk management plan c) Stakeholder engagement plan d) Change management plan 2 Project documents a) Changelog b) Issue log c) Lessons learned register d) Stakeholder register 3 Enterprise environmental factors 4 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Communication methods 2 Interpersonal skills 3 Management skills |
TOOLS AND TECHNIQUES
1 Expert judgment 2 Communication skills a) Feedback 3 Interpersonal and team skills a) Conflict management b) Cultural awareness c) Negotiation d) Observation/conversation e) Political awareness 4 Ground rules 5 Meetings |
| OUTPUTS
1 Issue log 2 Change requests 3 Project management plan updates 4 Project documents updates 5 Organizational process assets updates |
OUTPUTS
1 Change requests 2 Project management plan updates a) Communications management plan b) Stakeholder engagement plan 3 Project documents updates a. Changelog b. Issue log c. Lessons learned register d. Stakeholder register |
4) Monitor Stakeholder Engagement
- The changes to the I/P, T&T and O/P in the PMBOK 6th edition are listed below where Blue color indicates addition and red exclusion
| PMBOK 5th Edition | PMBOK 6th Edition |
| INPUTS
1 Project management plan 2 Issue log 3 Work performance data 4 Project documents |
INPUTS
1 Project management plan a) Resource management plan b) Communications management plan c) Stakeholder engagement plan 2 Project documents a) Issue log b) Lessons learned register c) Project communications d) Risk register e) Stakeholder register 3 Work performance data 4 Enterprise environmental factors 5 Organizational process assets |
| TOOLS AND TECHNIQUES
1 Information management systems 2 Expert judgment 3 Meetings |
TOOLS AND TECHNIQUES
1 Data analysis a) Alternatives analysis b) Root cause analysis c) Stakeholder analysis 2 Decision making a) Multicriteria decision analysis b) Voting 3 Data representation a) Stakeholder engagement assessment matrix 4 Communication skills a) Feedback b) Presentations 5 Interpersonal and team skills a) Active listening b) Cultural awareness c) Leadership d) Networking e) Political awareness 6 Meetings |
| OUTPUTS
1 Work performance information 2 Change requests 3 Project management plan updates 4 Project documents updates 5 Organizational process assets updates |
OUTPUTS
1 Work performance information 2 Change requests 3 Project management plan updates a) Resource management plan b) Communications management plan c) Stakeholder engagement plan 4 Project documents updates a. Issue log b. Lessons learned register c. Risk register d. Stakeholder register |
Project Management Process Group and Knowledge Area Mapping
- PMBOK 6th edition now has 49 processes mapped to the Process Groups and Knowledge Areas
- PMI: https://en.wikipedia.org/wiki/Project_Management_Institute explains the processes and knowledge areas as below
PMBOK 6th edition lists the Project Management Plan and Project Documents as below
| Project Management Plan |
| 1. Scope management plan |
| 2. Requirements management plan |
| 3. Schedule management plan |
| 4. Cost management plan |
| 5. Quality management plan |
| 6. Resource management plan |
| 7. Communications management plan |
| 8. Risk management plan |
| 9. Procurement management plan |
| 10. Stakeholder engagement plan |
| 11. Change management plan |
| 12. Configuration management plan |
| 13. Scope baseline |
| 14. Schedule baseline |
| 15. Cost baseline |
| 16. Performance measurement baseline |
| 17. Project life cycle description |
| 18. Development approach |
| Project Documents | |
| 1. Activity attributes | 19. Quality control measurements |
| 2. Activity list | 20. Quality metrics |
| 3. Assumption log | 21. Quality report |
| 4. Basis of estimates | 22. Cost estimates |
| 5. Changelog | 23. Requirements traceability matrix |
| 6. Project scope statement | 24. Resource breakdown structure |
| 7. Cost forecasts | 25. Project communications |
| 8. Project schedule network diagram | 26. Issue log |
| 9. Project team assignments | 27. Risk register |
| 10. Lessons learned register | 28. Project calendars |
| 11. Milestone list | 29. Schedule data |
| 12. Physical resource assignments | 30. Schedule forecasts |
| 13. Stakeholder register | 31. Risk report |
| 14. Resource calendars | |
| 15. Project schedule | |
| 16. Duration estimates | |
| 17. Requirements documentation | |
| 18. Resource requirements | |
AGILE PRACTICE GUIDE
- PMBOK 6th edition has also released an Agile practice guide which aims to educate professionals on best practices of Agile
- It’s a collaborative effort by the Project Management Institute (PMI) and Agile Alliance® and includes the following sections below
1) INTRODUCTION
2) AN INTRODUCTION TO AGILE
3) LIFE CYCLE SELECTION
4) IMPLEMENTING AGILE: CREATING AN AGILE ENVIRONMENT
5) IMPLEMENTING AGILE: DELIVERING IN AN AGILE ENVIRONMENT
6) ORGANIZATIONAL CONSIDERATIONS FOR PROJECT AGILITY
7) A CALL TO ACTION
1) INTRODUCTION
- The Agile Manifesto aims to help project leaders/teams who find themselves in an environment disrupted by exponential advances in technology
- Customer satisfaction is still the key while the demands from customers are for a more immediate delivery of value
- While many environments run both on predictive and agile approaches, this guide can provide a helping hand
2) AN INTRODUCTION TO AGILE
- This section in the PMBOK 6th edition covers the concepts of definable and high-uncertainty work
- It aims to bridge the correlation between lean, Kanban Method, and agile approaches and explain DEFINABLE WORK VS. HIGH-UNCERTAINTY WORK
- An example construction of a building is definable work whereas new design, not done before work/task is exploratory
- Projects that are highly uncertainty have high rates of change, complexity, and risks
- This guide also talks about the 4 values of the Agile Manifesto
3) LIFE CYCLE SELECTION
- This section of the guide included in the PMBOK 6th edition aims to provide more clarity on life cycle selection
- It addresses suitability filters, tailoring considerations/guidelines, and common combinations of approaches
a) Predictive life cycle
- The traditional approach where the majority of planning occurs upfront and then we execute it in one go (sequential process)
b) Iterative life cycle. This approach allows feedback for unfinished work to improve and modify that work
c) Incremental life cycle. This approach provides finished deliverables that the customer can use immediately
d) Agile lifecycle. This approach combines both iterative and incremental to refine work items and deliver frequently
Characteristics of Four Categories of Life Cycles
| Approach | Requirements | Activities | Delivery | Goal |
| Predictive | Fixed | Performed once for the entire Project | Single delivery | Cost |
| Iterative | Dynamic | Repeated until correct | Single delivery | Correctness of solution |
| Incremental | Dynamic | Performed once for a given increment | Frequent smaller deliveries | Speed |
| Agile | Dynamic | Repeated until correct | Frequent smaller deliveries | Customer value via frequent deliveries and feedback |
- A combination of predictive, iterative, incremental, and/or agile approaches is called a hybrid approach
4) IMPLEMENTING AGILE: CREATING AN AGILE ENVIRONMENT
- This section of the PMBOK 6th edition advises on the factors to consider when creating an agile environment
- Type of leadership such as servant leadership and the mindset of the team composition to go with
- A servant leader promotes self-awareness, listening, serves those on the team, helps people grow, promotes respect, and trust
- He facilitates and removes organizational impediments and paves the way for others contribution and coaches the team on Agile
- He also explains the benefits of being Agile to the stakeholders
- The role of a Project Manager is “unknown” in some Agile framework while some do recognize their importance
- Some Agile Practitioners think the role of the PM is not needed as we intend to make self-organizing teams
- The value of PM is not in their position, but in their ability to make everyone else better
- The PMBOK® Guide – Sixth Edition, defines the project manager as
- “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”
- When working on agile projects it’s advised project managers shifts from being the center to serving the stakeholders
We build projects around motivated individuals giving them the environment, support, and trust needed to get the job done
AGILE TEAMS
- Size of Agile team ranges from 3 to 9 members and their role is continuous delivery for early feedback
- Ideally, Agile teams are co-located to avoid a breakdown in communication between team members
- Agile teams are mostly Cross Functional thus team members pulling work and taking the collective ownership of delivery
- The team collaboration happens in various ways of pairing, swarming, and mobbing thus assisting others in their work
- Most importantly Agile teams should avoid “mini-waterfall “where teams attempt to do the requirements, design, and plan at one go
- It might not be wise to think all their assumptions are correct thus wasting precious time in planning upfront
- Inspecting and adapting to changing and dynamic requirements will, therefore, help the team deliver value faster and better
Agile Roles: PMBOK 6th edition advises 3 common roles used in Agile
- Cross-functional team members
- Product owner and
- Team facilitator
Dedicated Team members
- Agile teams are 100% dedicated to the project as multitasking can affect the throughput of the entire team
- For instance, a team member 50% assigned needs to switch back and forth between projects thus reducing efficiency
Team workspace
- Agile teams work together in one space, room or area which eases their collaboration on stand-ups and retrospectives
- In case of a geographically distributed team, the team members can decide on video conferencing/virtual tools to collaborate
- A good foundation of trust is required where every team members voice is heard irrespective of the location they work
5) IMPLEMENTING AGILE: DELIVERING IN AN AGILE ENVIRONMENT
- This section of PMBOK 6th edition advises on how to organize teams and deliver
- Most Importantly the team knows why the project matters, benefits, where we are heading and what the project objective is
- The project charter may not be enough, therefore, the team working on agile requires understanding on how to work together
- The PMBOK 6th edition provides examples of empirical measurements for teams and reporting
- RETROSPECTIVES is a common practice in agile and the team figures out how to effectively document learnings at regular intervals
- Teams use iterations of 2 weeks each and the backlog Preparation is the requested list of items in user stories
- Just-in-time refinement is used for flow-based agile and there is no consensus on how long the refinement can be
- Teams use daily stand-ups to uncover problems and ensure the work-flows smoothly through the team
- The idea is to help team members in their work if needed thus creating a self-organizing team
- The time box meeting called DAILY STANDUPS should not exceed more than 15 minutes
- Anybody can walk across the Kanban board and facilitate the stand-ups
- As the team completes the features usually in the form of user stories, they demonstrate the working product in DEMONSTRATIONS/REVIEWS
Measurements in Agile Projects
- Agile focuses on different measurement metrics as they are mostly centered around customer value and fast delivery
- It addresses the problem of the predictive life cycle which sometimes measures inaccurate completion dates not reflecting the reality
- Agile reports the work completed and only the work completed to the stakeholders leaving out partially/unfinished work from reporting
- Empiricism and value-based measurements are encouraged in Agile rather than predictive measurements
- As a result, many Agile teams use story points to estimate effort depending on the complexity of the requirement
- Burndown chart is a tool that is used to track the remaining story points while burnup shows the work completed
- Based on the data collected from the charts the Product owner and the team can plan their next iteration
- PMBOK 6th edition defines lead time as
- Time taken to deliver an item measured from the time it’s added to the board to the moment it’s completed
- Similarly, the cycle time is the time to process an item and response time is the waiting time for the item
- Agile teams try to keep cycle time to a minimum to improve greater team and delivery effectiveness
- Traditional EVM techniques of SPI and CPI can be used to measure Agile Project progress
- Example, if the team planned 50 story points in an iteration, but completed 40 then SPI is 40/50 or 0.80
- Similarly, if earned value (completed features value) is $2.0 and the actual cost was $3 then CPI is $2/$3 or $0.67
6) ORGANIZATIONAL CONSIDERATIONS FOR PROJECT AGILITY
- This section of the PMBOK 6th edition talks about the organizational factors that impact the use of agile
- The approaches which can have a significant impact are culture, readiness, business practices, and the role of a PMO
- The readiness for change depends on Executive management’s willingness to change and Organization’s willingness to shift
- It may include the Centralization/decentralization of project, program, and portfolio management functions
- More focus on short-term budgeting and metrics versus long-term goals
- Multi-team co-ordination and scaling is needed as many projects have dependencies even when not managed within a given program
- Frameworks such as the Scaled Agile Framework, Large Scale Scrum, and Disciplined Agile and approaches have emerged
- E.g. Scrum of Scrums caters to such project descriptions
- An Agile PMO is value-driven and is invitation oriented as it enforces business value throughout the organization
7) A CALL TO ACTION
- In this section of the PMBOK 6th edition, PMI talks about the input for continuous improvement of Agile practice guide
- Scrum is described as a single-team process framework used to manage product development
- Events: Sprint, Sprint planning, Daily Scrum, Sprint review, Sprint retrospective
- Artifacts: Product Backlog, Sprint Backlog, and Increments
- eXtreme Programming (XP) is a software development method based on frequent cycle and Kanban is recommended for continuous flow of work /value to the customer
- Scaled Agile Framework (SAFe®), Large-scale Scrum (LeSS), Enterprise scrum and disciplined Agile (DA) are also discussed in detail
- PMI encourage feedback and discussion on the Agile Guide at the blog https://www.projectmanagement.com/blogs/347350/Agile-in-Practice
PMBOK 6th editions changes: MY TAKE!
- What PMI PMBOK 6th edition has tried to achieve through these changes is to bring a one-stop certification for Professionals!
- Take my example, I had to do CSM, CSP and Agile Coach certifications because PMP did not address Agile
- Had I studied PMBOK 6th edition (If I was preparing PMP now) PMP would have been enough
- PMBOK 6th edition has covered all the methodologies/best practices of Agile so all we need is just 1 certification
- No matter you drive a project through the waterfall or Agile, PMP certification is all you need!
- In the process of doing so, the changes made are “quite significant “ especially in the ITTO space and 3 process-addition
- Example If we have two I/P’S , “Stakeholder Register “and Project documents (with 10 documents included),they are NOT the same
- We need to consider the other 9 documents as I/P’S as well when it comes to Projects documents
- With Agile Guide included the effort needed to prepare for the PMP would now be “30% more (approx.) “
- But since it’s the most valuable Project Management certification in the world it’s worth trying!
- Remember “What comes easy will not last long and what last long will not come easy”
- Every ouch of energy spent to get this will be worth it
Get PMP Certified and Keep Inspiring!
Regards,
AK, PgMP ®, PMP®, CSP-SM™, CSM ®, ICP-ACC, ITILv3
PMP is a registered certification mark of the Project Management Institute, Inc.
PMP is a registered certification mark of the Project Management Institute, Inc.
639 thoughts on “PMBOK 6th edition:What changes are incorporated by PMI ?”
Will the exam contain questions from Agile part in the pmbok (the book of agile , which is part 2 in pmbok 6 edition)?
Initially, anyone and everyone would think that questions would be framed from the Agile guide but PMI has released it as a ” complementary version ” for PM’s running projects which suits adaptive approach/agile ( and not waterfall) and this version houses more than 180 pages.But the questions in the PMP main exam would NOT include it as it remains complimentary and not the main version of the PMBOK guide which has 49 processes now. The idea is to get a one-stop certification for both Agile/waterfall ( that’s what I think) whether we drive a project through the waterfall or Agile. All the tools and techniques used in Adaptive Projects which are driven by Scrum are explicitly explained.We cannot ignore Agile anymore as we have Agile Practices discussed in the main 49 processes so whether we like it or not we still have to learn AGILE! .The effort required would increase but so will the knowledge of the Professionals. Don’t worry Agile Practises are pretty straightforward and there is minimum documentation, unlike their waterfall cousins. So we need to understand the team structure of Agile/Scrum and ceremonies which are not that challenging to remember!
https://waterfallmagazine.com
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