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1
Major Changes with
PMBOK® Guide – Fifth Edition
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
2
The Standard for Project Management
of a Project
• Moved content from Section II “The Standard for Project
Management of a Project” to Annex-A1
• New section 3 addresses project management
processes and Process Groups as in previous editions
of PMBOK® Guide
– Does not include the summary of the discrete processes within
each Process Group
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
3
New Knowledge Area
• Split chapter 10 “Project Communications Management” into
2 knowledge areas within 2 sections
– Section 10: Project Communications Management
• Focused Project Communications Management to planning , collecting,
storing, and disseminating project information, and monitoring overall
communications effectiveness
• Moved the report project performance process into the controlling
processes
– Section 13: Project Stakeholder Management
• New Knowledge Area to increase focus on identifying and engaging
stakeholders
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
4
Project Data and Information Flow
• New model for consistency in handling work execution
data and information flow
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Figure 3-5 Project Data, Information and Report Flow
5
Planning Processes and Project
Management Plan
• Added four planning processes
– Scope, Time, Cost, and Stakeholder Management
• Reinforces concept that each major Knowledge Area
has a planning process focusing on how that area will
be planned and executed
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
6
Consistency Changes
• Harmonized definitions found in both PMBOK® Guide, PMI
Lexicon, and other PMI standards
• Renamed processes for consistency
– Processes creating subsidiary plans named Plan {XXX}
Management
– Monitoring and controlling processes named Control {XXX}
• Cleaned up ITTOs to address “orphans”, update tools &
techniques, and improve consistency
• Reinforced concept to improve value to project by
transforming data to information in order to create knowledge
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
7
Formatting Changes
• Removed section headings for sections I, II, III, and IV
– Change made after Section II – The Standard for Project
Management of a Project moved to Annex A1
• Removed chapter headings
– Chapters are now sections, numbered 1 – 13
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
8
Section Changes with
PMBOK® Guide – Fifth Edition
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
9
Increased Discussion in Introductory
Sections 1 & 2
• Realigned and harmonized text in addressing projects,
programs, and portfolios
• Increased discussion of PMOs and differences between
project and operations management
• Added section to address characteristics and structures
of project teams
• Expanded discussion on project life cycles and phases
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
10
Section 3 – Project Management
Processes
• Kept discussion on project management processes and
Process Groups
• Added new section addressing project information
– Work performance data – raw observations and measurements
– Work performance information – analyzed performance data
from controlling processes
– Work performance reports – physical or electronic
representations of work performance information
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
11
Section 4 – Project Integration
Management
• Renamed Direct and Manage Project Execution to
Direct and Manage Project Work
• Added Table 4-1 “Differentiation Between Project
Management Plan and Project Documents” to show
distinction between Project Management Plan and
project documents
– Brought table A1 from Fourth Edition forward into discussion of
Project Management Plan
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
12
Table 4-1
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Table 4-1 Differentiation Between the Project Management Plan and Project Documents
13
Section 5 – Project Scope Management
• Brought back process for Plan Scope Management
• Renamed Verify Scope to Validate Scope
• Revised definition for Collect Requirements to make
clear this process focuses on collecting all requirements
for project success
• Added Table 5-1 “Elements of Project Charter and
Project Scope Statement” to illustrate the differences
between the detail found in these project documents
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
14
Section 6 – Project Time Management
• Updated to align with Practice Standard for Scheduling
– Second Edition.
• Brought back process for Plan Time Management
• Agile concepts were incorporated into Develop
Schedule process
• Updated/added figures and text to clarify scheduling
concepts
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
15
Section 7 – Project Cost Management
• Updated to align with Practice Standard
for Estimating and the Practice Standard for Earned Value
Management – Second Edition
• Brought back process for Plan Cost Management
• Added emphasis on reserve analysis including
contingency and management reserves
• Added Table 7-1 on Earned Value Calculations Summary
• Added figure to illustrate the various components making
up the project budget
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
16
Figure 7-8
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
17
Section 8 – Project Quality Management
• Renamed Plan Quality to Plan Quality Management and
Perform Quality Control to Control Quality
• Expanded discussion on various tools & techniques
• Added figures to summarize the seven basic quality
tools and the seven quality management and control
tools.
• Added figure on IPECC and PDCA Cycles in Relation to
QA, QC, and COQ
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
18
Figure 8-2
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Figure 8-2 Fundamental Relationships of Quality Assurance and Quality Control to
IPECC, PDCA, Cost of Quality Models and Project Management Process Groups
19
Figure 8-7
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Figure 8-7 Storyboard Illustrating a Conceptual Example of Each of the Seven Basic Quality Tools
20
Figure 8-10
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Figure 8-10 Storyboard illustrating the seven quality management and control tools
21
Section 9 – Project Human Resource
Management
• No significant changes were made in this section
• Changes consist primarily of some added or modified
inputs, tools and techniques, and outputs
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
22
Section 10 – Project Communications
Management
• Moved information on stakeholder management to section 13
• Processes for Distribute Information and Report
Performance were reworked to clear up confusion
between these processes and their overlap with controlling
processes
• Section 10 processes are now:
– Plan Communications Management
– Manage Communications
– Control Communications
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
23
Section 11 – Project Risk Management
• Text was added to expand upon the concepts of risk
attitude, risk appetite, risk tolerance, and risk thresholds
• Moved emphasis away from the term “positive risks”
toward “opportunity” to better align with feedback
• Risk still defined as, “An uncertain event or condition that,
if it occurs, has a positive or negative effect on one or
more project objectives”
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
24
Section 12 – Project Procurement
Management
• Reorganized some content to align with feedback received
• Renamed Administer Procurement to Control Procurement
• Cleaned up or modified some inputs, tools and
techniques, and outputs for consistency and to
accommodate feedback received
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
25
Section 13 – Project Stakeholder
Management • New section; brought forward content for Identify Stakeholders
and Manage Stakeholder Expectations
– Renamed Manage Stakeholder Expectations to Manage Stakeholder
Engagement
• Added processes for Plan Stakeholder Management and
Control Stakeholder Engagement
• Stakeholder Management processes are:
• Shifted emphasis focus to the importance of appropriately
engaging project stakeholders
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
- Identify Stakeholders - Plan stakeholder Management
- Manage Stakeholder Engagement - Control Stakeholder Engagement
26
Appendix A-1
• Appendix A-1 provides detailed summary of changes
incorporated into PMBOK® Guide – Fifth Edition
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
27
Other Details
• PMP® Exam will be updated to align with PMBOK®
Guide – Fifth Edition July 31, 2013
– CAPM® exam updates at the same time
• PMI-SP® and PMI-RMP® exams update August 31,
2013
• PMBOK® Guide – Fifth Edition publishes in January
2013
– PMI members can download a PDF copy from PMI.org on
December 31, 2012