Welcome Introducing the New Project … REVISED PROJECT MANAGEMENT BODY OF KNOWLEDGE PMBOK® GUIDE...

Welcome

Introducing the New

Project Management

Body of Knowledge

(PMBOK) v6

Project Masters

Evelyn Millhouse-Fort

• PMP certified since 2015

• Communications professional with over 30 years’

experience providing marketing and corporate

communications solutions

• Principal with the Forte´ Development

Corporation and she also

• Part-time Project Masters’ instructor!

THE REVISED PROJECT MANAGEMENT BODY OF

KNOWLEDGE PMBOK® GUIDE – SIXTH EDITION

EVELYN MILLHOUSE-FORT, PMP

PROJECT MASTERS, INC.

APRIL 17, 2018

Seminar Sponsored by System Source

System Source Learning Center

10480 Little Patuxent Parkway, Suite 700

Columbia, MD 21044

4

INTRODUCTION

Objectives/Topics

• History of the PMBOK® Guide

• Change

• Discussion of PMBOK®Guide- Sixth Edition

5

HISTORY OF THE PMBOK® GUIDE

• When -- Developed in 1983

• Who -- By Project Management Institute (PMI®) volunteers

• Purpose --To create a project management body of knowledge

6

HISTORY OF THE PMBOK® GUIDE

Today that document is the global standard for project management known the Project Management Body of Knowledge PMBOK® Guide – Sixth Edition

7

CHANGE HAPPENS

Everything Changes …. including publications

Dictionaries change to reflect changes in word usages

March 2018 Dictionary Updates

Oxford English Dictionary (OED) added more than 700 new words and senses

The Merriam-Webster Webster Dictionary added 850 new words and definitions such as:

• Silver Alert -- informs the public when an elderly person goes missing

• Chiweenie -- a cross between a Chihuahua and a dachshund

• Dumpster fire -- a disastrous event

• Harissa--a spicy North African chili paste

8

PMBOK® GUIDE – SIXTH EDITION

• Released in September 2017

• Core team of 100 global practitioners/volunteers

• Revisions are based on the input from the project

management community

• 8,500 comments were received during development

9

FOCUS/SCOPE OF THE CHANGES

• The focus was to review all comments for incorporation

• Alignment with ISO 21500

• Harmonization with other relevant PMI standards

• Consider project manager role delineations study results and other PMI research studies

• Review other research

10

PMBOK LAYOUT AND FORMAT

Consists of :

Part 1. A Guide to the Project Management Body of Knowledge PMBOK® Guide

Part 2. The Standard for Project Management

Part 3. Appendices, Glossary and Index

• Appendix X1 Sixth Edition Changes

• Appendix X2 Contributors and Reviewers of the PMBOK Guide – Sixth Edition

• Appendix X3 Agile, Iterative, and Hybrid Project Environments

• Appendix X4 Summary of Key Concepts for Knowledge Areas

• Appendix X5 Summary of Tailoring Considerations for Knowledge Areas

• Appendix X6 Tools and Techniques

• Glossary

Table of Contents is followed by List of Tables and Figures

11

WHAT ARE THE CHANGES

Rules for harmonization between glossary terms and the PMI Lexicon of project management terms

Rules for handling inputs and outputs

Rules for handling tools and techniques

Project Management Plan

Introduction

Environment in which projects operate

The role of the project manager

Agile

Knowledge Area front material

• key concepts

• trends and emerging practices

• tailoring considerations

• considerations for agile/adaptive environments

Knowledge Area and Process Changes

12

WHAT ARE THE CHANGES (CONT.)

Rules for harmonization between glossary terms and the PMI Lexicon of project

management terms

• For terms found in both the PMBOK ®Guide and the PMI Lexicon, the definition

from the PMI Lexicon was used

• For terms used in the PMBOK ® Guide but not found in the PMI Lexicon, but

found in other relevant PMI standards, they were to be made identical

13


Rules for handling inputs and outputs

• Fundamental Rules

• Project Document Rules

• Project Management Plan Rules

• Sequencing Rules

14


Rules for handling tools and techniques

Reduced the number of tools and techniques by focusing on those currently used on most projects most of the time

Grouped some of the most commonly used tools and techniques by their intent

• Data gathering

• Data analysis

• Data representation

• Decision making

• Communications skills

• Interpersonal and team skills

Developed a chart of tools and techniques in Appendix 6

15


Project Management Plan

Clarifies components developed in the Develop Project Management Plan Process

• Change management plan

• Configuration management plan

• Performance management baseline

• Project life cycle

• Development approach

• Management Reviews

16


Introduction

• Significantly rewritten

• New information on project development life cycles, project phase, and phase

gates

• New information on business documents includes the business case and the

benefits management plan

17


Environment in which projects operate

Rewritten and adds new content on:

• Governance

• Management elements

• Organizational structures

18


The role of the project manager

• New section

• Outlines PM’s role on the team

• Discusses PMI’s Talent Triangle with emphasis on strategic and business

management skills, technical project management skills, and leadership skills

19


Agile

• Adds Considerations for Adaptive Environments at the beginning of each

Knowledge Area chapter

• Appendix 3 created and describes the use of agile, adaptive, iterative, and hybrid

approaches

20


Knowledge Area front material

• Key concepts

• Trends and Emerging Practices

• Tailoring Considerations

• Considerations for Agile/Adaptive Environments

21


Knowledge Area and Process Changes

• Ten Knowledge Areas and five Process Groups

• Added three processes and removed one process (Originally 47 processes, now

49 processes)

• Renamed two knowledge areas and nine processes

22

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring &

Controlling

Process Group

Closing

Process

Group

4.2 Develop Project

Management Plan

4.3 Direct and Manage

Project Work

4.4 Monitoring &

Control Project

Work

4.5 Perform

Integrated Change

Control

5.1 Plan Scope Management 5.5 Validate Scope

5.2 Collect Requirements 5.6 Control Scope

5.3 Define Scope

5.4 Create WBS

6.1 Plan Schedule Management

6.2 Define Activities

6.3 Sequence Activities

6.4 Estimate Activity Resources

6.5 Estimate Activity Durations

6.6 Develop Schedule

7. Project Cost

Management

7.1 Plan Cost Management

7.2 Estimate Costs

7.3 Determine Budget

7.4 Control Costs

8. Project Quality

Management

8.1 Plan Quality Management 8.2 Perform Quality

Assurance

8.3 Quality Control

9. Project Human

Resource Management

9.1 Plan Human Resource

Management

9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

10. Project

Communication

Management

10.1 Plan Communications

Management

10.2 Manage

Communications

10.3 Control

Communications

11.1 Plan Risk Management

11.2 Identify Risks

11.6 Control Risks

11.3 Perform Qualitative Risk

Analysis

11.4 Perform Quantitative Risk

Analysis

11.5 Plan Risk Responses

12. Project

Procurement

Management

12.1 Plan Procurement

Management

12.2 Conduct Procurements 12.3 Control

Procurements

12.4 Close

Procurements

13. Project

Stakeholder

Management

13.1 Identify

Stakeholders

13.2 Plan Stakeholder

Management

13.3 Manage Stakeholder

Engagement

13.4 Control

Stakeholder

Engagement

Project Management Process GroupsKnowledge

Areas

11. Project Risk

Management

6. Project Time

Management

6.7 Control

Schedule

5. Project Scope

Management

4. Project Integration

Management

4.1 Develop Project

Charter

4.6 Close Project

or Phase

PMBOK – 5th ed.

23

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring &

Controlling

Process Group

Closing

Process

Group

4.2 Develop Project

Management Plan

4.3 Direct and Manage

Project Work

4.4 Monitoring &

Control Project

Work

4.5 Perform

Integrated Change

Control

5.1 Plan Scope Management 5.5 Validate Scope

5.2 Collect Requirements 5.6 Control Scope

5.3 Define Scope

5.4 Create WBS

6.1 Plan Schedule Management

6.2 Define Activities

6.3 Sequence Activities




7. Project Cost

Management

7.1 Plan Cost Management

7.2 Estimate Costs

7.3 Determine Budget

7.4 Control Costs

8. Project Quality

Management

8.1 Plan Quality Management 8.2 Perform Quality

Assurance

8.3 Quality Control

9. Project Human

Resource Management

9.1 Plan Human Resource

Management

9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

10. Project

Communication

Management

10.1 Plan Communications

Management

10.2 Manage

Communications

10.3 Control

Communications

11.1 Plan Risk Management

11.2 Identify Risks

11.6 Control Risks

11.3 Perform Qualitative Risk

Analysis

11.4 Perform Quantitative Risk

Analysis

11.5 Plan Risk Responses

12. Project

Procurement

Management

12.1 Plan Procurement

Management

12.2 Conduct Procurements 12.3 Control

Procurements

12.4 Close

Procurements

13. Project

Stakeholder

Management

13.1 Identify

Stakeholders

13.2 Plan Stakeholder

Management

13.3 Manage Stakeholder

Engagement

13.4 Control

Stakeholder

Engagement

Project Management Process GroupsKnowledge

Areas

11. Project Risk

Management

6. Project Time

Management

6.7 Control

Schedule

5. Project Scope

Management

4. Project Integration

Management

4.1 Develop Project

Charter

4.6 Close Project

or Phase

PMBOK – 6th ed.6. Project

Schedule Management



6.6 Control

Schedule

4.4 Manage Project

Knowledge

4.5 Monitor and

Control Project Work

4.6 Perform

Integrated Change

Control

4.7 Close Project or

Phase

8.2 Manage Quality

9 Project Resource

Management

9.1 Plan Resource Management


9.3 Acquire Resources

9.4 Develop Team

9.5 Manage Team

9.6 Control Resources

10.3 Monitor

Communications

11.6 Implement Risk Responses 11.7 Monitor risks

(DELETED)

13.4 Monitor

Stakeholder

Engagement)

24

13.2 Plan Stakeholder Engagement

8.3 Control Quality

PROJECT INTEGRATION MANAGEMENT CHANGES

Fifth Edition Processes Sixth Edition Processes

4.1 Develop Project Charter 4.1 Develop Project Charter

4.2 Develop Project Management Plan 4.2 Develop Project Management Plan

4.3 Direct and Manage Project Work 4.3 Direct and Manage Project Work

4.4 Monitor and Control Project Work 4.4 Manage Project Knowledge

4.5 Perform Integrated Change Control 4.5 Monitor and Control Project Work

4.6 Close Project or Phase 4.6 Perform Integrated Change Control

4.7 Close Project or Phase

25

(Source: Project Management Institute, A Guide to the Project Management Body of

Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017,

Page 645)

PROJECT SCOPE MANAGEMENT CHANGES

No changes to process names was necessary

26

PROJECT SCHEDULE MANAGEMENT CHANGES


6.1 Plan Schedule Management 6.1 Plan Schedule Management

6.2 Define Activities 6.2 Define Activities

6.3 Sequence Activities 6.3 Sequence Activities

6.4 Estimate Activity Resources 6.4 Estimate Activity Durations

6.5 Estimate Activity Durations 6.5 Develop Schedule

6.6 Develop Schedule 6.6 Control Schedule

6.7 Control Schedule

27



Page 646)

PROJECT COST MANAGEMENT CHANGES

No changes to process names was necessary

28

PROJECT QUALITY MANAGEMENT CHANGES


8.1 Plan Quality Management 8.1 Plan Quality Management

8.2 Perform Quality Assurance 8.2 Manage Quality

8.3 Control Quality 8.3 Control Quality

29



Page 646)

PROJECT RESOURCES MANAGEMENT CHANGES


9.1 Plan Human Resource Management 9.1 Plan Resource Management

9.2 Acquire Project Team 9.2 Estimate Activity Resources

9.3 Develop Project Team 9.3 Acquire Resources

9.4 Manage Project Team 9.4 Develop Team

9.5 Manage Team

9.6 Control Resources

30



Page 647)

PROJECT COMMUNICATIONS MANAGEMENT CHANGES


10.1 Plan Communications Management 10.1 Plan Communications Management

10.2 Manage Communications 10.2 Manage Communications

10.3 Control Communications 10.3 Monitor Communications

31



Page 648)

PROJECT RISK MANAGEMENT CHANGES


11.1 Plan Risk Management 11.1 Plan Risk Management

11.2 Identify Risks 11.2 Identify Risks

11.3 Perform Qualitative Risk Analysis 11.3 Perform Qualitative Risk Analysis

11.4 Perform Quantitative Risk Analysis 11.4 Perform Quantitative Risk Analysis

11.5 Plan Risk Responses 11.5 Plan Risk Responses

11.6 Control Risks 11.6 Implement Risk Responses

11.7 Monitor Risks

32



Page 648)

PROJECT PROCUREMENT MANAGEMENT CHANGES

Fifth Edition Processes Sixth Edition Process

12.1 Plan Procurement Management 12.1 Plan Procurement Management

12.2 Conduct Procurements 12.2 Conduct Procurements

12.3 Control Procurements 12.3 Control Procurements

12.4 Close Procurements

33



Page 649)

PROJECT STAKEHOLDER MANAGEMENT CHANGES


13.1 Identify Stakeholders 13.1 Identify Stakeholders

13.2 Plan Stakeholder Management 13.2 Plan Stakeholder Engagement

13.3 Manage Stakeholder Engagement 13.3 Manage Stakeholder Engagement

13.4 Control Stakeholder Engagement 13.4 Monitor Stakeholder Engagement

34



Page 650)

RELATED FACTS

• PMBOK Guide® – Fifth Edition page count 589

• PMBOK Guide® – Sixth Edition page count 756

• Formatted differently and improved readability

• Includes Categorization and Index of Tools and Techniques

• New test began on Monday, March 26, 2018

• Exam content outline was not changed

35

CLOSING

Thank you!

Evelyn Millhouse-Fort, PMP

Vice President, Northeast Division

Project Masters, Inc.

Ph. (301) 346-5755

[email protected]

36

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