From 4 To5 Edition: PMBOK® Guide

PMI Munich Chapter
PMBOK Guide
from 4th to 5th Edition
Changes in the Standards of the
Project Management Institute (PMI)
Herbert G. Gonder, PMP

(President)
Oliver F. Lehmann, PMP

(VP Members)
PMI Munich Chapter e.V.
2012: Herbert G. Gonder, PMP;

President, PMI Munich Chapter
More details at: www.pmi.org, www.pmi-muc.de
Agenda
1. Standardization by PMI
2. Why is a standard necessary?
3. PMBOK Guide EditionsWhat is common, what is
different?
PMI, PMP, PMBOK and other items mentioned in this presentation are marks of the Project Management
Institute (PMI) that are registered in the USA and in other countries.
Paintings are copyright of Herbert and Birgit Gonder.

Status of information
The following information refers to the final
version of the PMBOK Guide 5th Edition,
published for members end of 2012.
There may still be some minor differences in

a future version.

Standardization by PMI
A little historical knowledge
can help understanding the
present much better.

The History of PMI Standards
1969
Foundation of PMI
1983
PMI Ethic, Standards, and

Accreditation Report Standards
section was the first Project
Management Body of Knowledge.
1987
Revised PMBOK
1996
PMBOK Guide
1998
PMI accredited as a Standards

developer by ANSI
2000
PMBOK Guide 2000
2004
PMBOK Guide Third Edition
2008
PMBOK Guide Fourth Edition
1996
3rd Ed.
(2004)
2000
4th Ed.
(2008)
2012 PMBOK Guide Fifth Edition

PMI Has Many Other Standards (actually in renewal)
Standards for multi-project environments
Organizational Project Management Maturity Model (OPM3)
The Standard for Program Management
The Standard for Portfolio Management
Practice standards for
Earned Value Management

Project Configuration Management
Scheduling
Work Breakdown Structures
Project Risk Management
Estimating
Project Manager Competency Development Framework
PMBOK Guide Extensions

Construction Extension to the PMBOK Guide Third Edition
Government Extension to the PMBOK Guide Third Edition
Software Extension to the PMBOK Guide (IN REVIEW)

Why is a standard
necessary?
Misunderstandings
cost companies
billions each
year.

Why is a standard necessary?

Unifying methodology and terminology
Unclear and misunderstood statements derail projects too often.
Do we have a
Project charter?
A what?
Of course, Project
charter has been issued!
I hope I understand
him right.


Project Scope Statement for PMBOK Guide Fifth Edition:
Any necessary work to make the standard:

More accurate
Up to date
Relevant
Clear in terminology
Harmonized across other PMI Standards
This may include:
Re-organization of content
Additional content
Refinement or deletion of content


10

11
Credential holders in Germany
Certified Persons
CAPM
681
PMI-SP
PMI-RMP
PMI-ACP
19
PMP
8.939
PgMP
Data per August 31, 2012

12
PMBOK Guides
What is
common
what is
different?

13
What is common, what is different?

The basic methodology
The PMBOK Guide hasnt changed its approach of describing
Project management by use of
a process model.
It is a practical application of
Demings statement:
If you can't describe what

you are doing as a process,
you don't know what you
are doing.
Processes are organized along
two dimensions:
Process groups
Thinking in processes and applying

statistical models for prediction and
management of production uncertainties.
Knowledge areas

W. Edwards Deming, 1900-1993
14

15

9 Knowledge Areas
10 Knowledge Areas
Project
Stakeholder
Management
Project
Procurement
Management
Project
Integration
Management
Project Risk
Management
Project
Communications
Management

Project Scope
Management
16
Project Human
Resources
Management
Project Time
Management
Project Cost
Management
Project
Quality
Management

Improved consistency
Management plans for all Knowledge areas
- Plan Scope Management
- Plan Schedule Management
- Plan Cost Management
- Plan Stakeholder Management (10th KA)
47 processes (instead of 42)
Monitoring processes with consistent terminology
(e.g. Control Risk, Control Stakeholder Engagement
except: Monitor and Control Project Work)

17

Improved consistency
Changes regarding Project Information
Work Performance Data (raw observations and measurements)
Work Performance Information (data collected from controlling processes)
Work Performance Reports (representation of work performance
information)
Control
Input:
Work Performance Data
Output: Work Performance Information
Monitor and Control Project Work

Input:
Work Performance Information
Output: Work Performance Reports
Perform Integrated Change Control

Input:
Work Performance Reports
Output: (. Updates)
(Source: USDA Forest Service, access 18/10/2012)

18

Some changes
Reduced Knowledge area Communications Management
3 instead of 5 Processes up to now
Plan Communications Management
Manage Communications
Control Communications
New Knowledge Area Stakeholder Management

1 shifted and 3 new processes according to new process structure
Identify Stakeholders
Plan Stakeholder Management
Manage Stakeholder Expectations
Control Stakeholder Engagement

19

New, discontinued and changed processes
Knowledge
area
Discontinued
processes
Changed
processes
Validate Scope
Scope
New
processes
Plan Scope
Management
Time
Plan Schedule
Management
Cost
Plan Cost
Management
Quality
Plan Quality
Management
Control Quality
Human Resource
Plan Human
Resource
Management

20

Knowledge
area
Communications
Discontinued
processes
Identify
Stakeholders
Distribute
Information
Manage
Stakeholder
Expectations
Report
Performance

New
processes
Plan
Manage
Communications
Communications
Management
Control
Communications
Control Risks
Risk
Procurement
Changed
processes
Administer
Procurements
Plan
Procurement
Management
21
Control
Procurements

Knowledge
area
Discontinued
processes
New
processes
Identify
Stakeholders
Plan Stakeholder
Management
Manage
Stakeholder
Expectations
Control
Stakeholder
Engagement
Stakeholder

Changed
processes
22

Further clarifications
Project Management Office
Supportive: provide a consultative role low degree of control.
Controlling: provide support and require compliance through various means
moderate degree of control.
Directive: control the projects by directly managing the projects high
degree of control.
The PMO is one of the best options to integrate data and information from
corporate strategic projects and evaluate how higher level strategic objectives
are being fulfilled.
The PMO is the natural liaison between a companys portfolios, programs, and
projects, and the corporate measurement systems, such as the balanced
scorecard.

23

Project Management Operations Management Organizational
Strategy
Organizational strategy should provide guidance to project management
Intersections between Project Management and Organizational Strategy
Obligations of the Project Managers
Portfolio Management is essential for successful implementation

24

Strategy (contd)

25

Strategy (contd)
Ongoing operations are outside of the scope of a project.
Projects can intersect with operations at various points during the product life
cycle

26
Aligning Process Group

Monitoring & Controlling Process Group
ComponentEntry
Gate
Review 2
Gate
Review 1
Gate
Review n
ComponentExit
Phase 1
Phase 2
Phase n+1

27

Business Value
Business value is related to strategic planning
Projects are seen as investments
Projects have to support corporate strategic goals

28

Project Stakeholders and Governance
Project governance - the alignment of the project with stakeholders strategic
objectives is critical to the successful management of stakeholder
expectation and the achievement of organizational objectives.
Items include in the project governance are:
- Project success criteria
- the process to identify, escalate, and resolve issues that arise during
the project
- the relationship among the project team, organizational groups, and
external stakeholders
- project decision-making process
- the project life cycle approach
- .

29

Project Manager
assigned by the performing organization to lead the project team that is
responsible for achieving the project objectives.
Is responsible and accountable for setting realistic and achievable boundaries
for the project and to accomplish the project within the approved baselines.

30

Project Team
Project management staff
Project staff
Supporting Experts
User or Customers
Seller/business partner members/business partners
Composition of the Project Team

Dedicated:
majority is assigned full-time
Part-time:
projects are additional work,

Project Manager and Project Team remain in their
existing organizations
including
Partnership: alliance among several organizations
Virtual:
different locations or countries

31

What about agile?
Chapter 1.1 Purpose of the PMBOK Guide
One can use different methodologies and tools (e.g., Agile) to implement the
framework.
Chapter 2 various Life-Cycle Models

Predictive Life Cycles (plan-driven or waterfall methodologies)
Iterative and Incremental Life Cycles (scope is generally determined early in
project life cycle)
Adaptive Life Cycles (change driven or agile methods)
Rolling Wave Planning

Iterative approach and agile methods
Sprint
Process Control Schedule

Comparison of done work with planned work

32

Aligned to ISO 21500
ISO 21500 and PMBOK Guide Process Group comparison
ISO 21500
Initiating
Planning
Implementing
Controlling
Closing

PMBOK Guide
Initiating
Planning
Executing
Monitoring and Controlling
Closing
33

Aligned to ISO 21500
ISO 21500 Subject Groups and PMBOK Guide Knowledge Areas
ISO 21500
Integration
Stakeholder
Scope
Resource
Time
Cost
Risk
Quality
Procurement
Communication

PMBOK Guide
Integration
Stakeholder
Scope
Human Resources
Time
Cost
Risk
Quality
Procurement
Communication
34
Feedback is welcome at
PRESIDENT@PMI-MUC.DE
Tel: 0049 179 29 27 515
Thank you

35
Herbert Gonder
M.Sc. Computer Science since 1976
PMP since 2004
IPMA Senior Project Manager Level B since 2008
IPMA Level C Assessor since 2011
Member of Board of PMI Munich Chapter
VP Programs 2004 2006 / President 2007 today
Member of
CoPAT EMEA 2007 (Budapest) & 2008 (Malta)
TVC PMBOK Guide German 4th Edition and 5th Edition
Academic Instructor for CAPM Examination Preparation

Universities Konstanz (2008), Munich (2010), Stuttgart (2012)
Managing Director and Owner of

Gonder Consulting GmbH + Gonder Consulting (Switzerland) GmbH
PhD part time student at University of Plymouth

36

From 4 To5 Edition: PMBOK® Guide

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

From 4 To5 Edition: PMBOK® Guide

Uploaded by

Copyright:

Available Formats

PMI Munich Chapter

Herbert G. Gonder, PMP

Oliver F. Lehmann, PMP

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

There may still be some minor differences in

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

PMI Ethic, Standards, and

PMI accredited as a Standards

PMBOK Guide 2000

PMBOK Guide Third Edition

PMBOK Guide Fourth Edition

2012 PMBOK Guide Fifth Edition

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

Practice standards for

Earned Value Management

PMBOK Guide Extensions

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

Why is a standard necessary?

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

Why is a standard necessary?

Any necessary work to make the standard:

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

Why is a standard necessary?

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

Why is a standard necessary?

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

Credential holders in Germany

Data per August 31, 2012

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

What is common, what is different?

If you can't describe what

Thinking in processes and applying

2012: Herbert G. Gonder, PMP;

W. Edwards Deming, 1900-1993

More details at: www.pmi.org, www.pmi-muc.de

What is common, what is different?

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

What is common, what is different?

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

What is common, what is different?

2012: Herbert G. Gonder, PMP;

More details at: www.pmi.org, www.pmi-muc.de

What is common, what is different?

Work Performance Data