High Level Changes PMBOK
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The Standard for Project Management
ThankyoufortakingthetimetoreviewandcommentonPMIsStandardforProjectManagement(Standard).
Beforeyoubeginyourreview,wewouldliketocallyourattentiontosomeofthechangesmadefromtheFifth
totheSixthEditionoftheStandardsectionofAGuidetotheProjectManagementBodyofKnowledge
(PMBOKGuide),andprovideyouwithsomebackgroundonthosechanges.
Key Concepts
ManykeyconceptsaddressedinthefirstthreechaptersofthePMBOKGuidearecovered,inabbreviated
form,inSectionIoftheStandard.SectionIIoftheStandardcontainsadescriptionoftheprojectmanagement
processes,organizedbyProcessGroup,alongwiththeirkeybenefits,inputsandoutputs.
Processes
TheProcessGroupsremainthesameintheSixthEdition,althoughtwoKnowledgeAreashavenewnames:
ProjectTimeManagementisnowProjectScheduleManagement,emphasizingtheimportanceof
schedulinginprojectmanagement.ThisalignswithPMIsPracticeStandardforScheduling.
ProjectHumanResourceManagementisnowProjectResourceManagement.Wediscussbothteam
resourcesandphysicalresourcesintheprocessesofthisKnowledgeArea.
TherearethreenewprocessesintheSixthEdition:
ManageProjectKnowledgeispartoftheExecutingProcessGroupandProjectIntegration
Managementknowledgearea.
ImplementRiskResponsesispartoftheExecutingProcessGroupandProjectRiskManagement
knowledgearea.
ControlResourcesispartoftheMonitoringandControllingProcessGroupandProjectResource
Managementknowledgearea.
EstimateActivityResourcesisstillpartofthePlanningProcessGroup,butitisassociatedwithProjectResource
ManagementprocessesinsteadofProjectScheduleManagementprocesses.
Inaddition,someprocesseshavedifferentnames.Forexample,toalignwithresearchshowingthatproject
managementismoreaboutfacilitatingandmanagingthancontrolling,wehaveshiftedseveralprocessesfrom
aControlfunctiontoaMonitorfunction.Inothercases,wehavealignedtheprocessnamewiththeintentof
theprocess.Thechartbelowidentifiesthenamechanges.
FifthEdition
SixthEdition
PerformQualityAssurance
ManageQuality
PlanHumanResourceManagement
PlanResourceManagement
ControlCommunications
MonitorCommunications
ControlRisks
MonitorRisks
PlanStakeholderManagement
PlanStakeholderEngagement
ControlStakeholderEngagement
MonitorStakeholderEngagement
1
High Level Changes to
The Standard for Project Management
ThefunctionoftheCloseProcurementprocesshasnowbeencapturedwithinControlProcurementsandClose
ProjectorPhase.Researchshowsthatfewprojectmanagershavetheauthoritytoformallyandlegallyclosea
contract.Projectmanagersareresponsibletodeterminethatworkiscomplete,recordsindexedandarchived,
andresponsibilitiestransferredappropriately.Thus,wehavenowincludedworkassociatedwithClose
Procurementswithintheaforementionedprocesses.
Project Management Plan Components and Project Documents
Pleasenotethefollowingchangestotheprojectmanagementplancomponentsandprojectdocuments:
Thecomponentsoftheprojectmanagementplanthatareinputstoaprocess,orthatareupdatedas
outputsfromaprocess,arenotlistedindividuallyintheinputsoroutputs.Rather,theproject
managementplanistheinputandprojectmanagementplanupdatesistheoutput.
Beneaththeinput/outputtable,alistofpotentialprojectmanagementplancomponentsisidentified.
However,thecomponentsoftheprojectmanagementplanthatwillbeinputsorupdateddependson
theneedsoftheproject.
Projectdocumentsarelistedasaninputandprojectdocumentsupdatesislistedasanoutput,as
appropriate.Beneaththeinput/outputtablethereisalistofpotentialprojectdocumentsthatmaybe
inputs,ormaybeupdatedasanoutput.Theneedsoftheprojectwilldeterminetheactualproject
documentsthatshouldbeinputsorupdatedasanoutput.
ThankyouagainfortakingtimetoreviewthisStandard.
Sincerely,
ThePMBOKGuideSixthEditionCommittee
