5th Edition PMBOK® Guide—Core Performance Concepts #CPC Webinar


On March 13, 2013, the PM training and education company Core Performance Concepts put on a webinar in which Kristine Munson, PMP, presented a summary of the changes involved in the 5th Edition PMBOK® Guide. I have already written extensively on these changes, but I attended the webinar to get a project management professional’s viewpoint on the subject.

1. Changes in the 5th Edition Guide

The changes to the PMBOK® Guide reflect the current consensus regarding project management knowledge and practices, so there is emphasis on the role of PMOs, and the practice of agile methodology (especially in IT). There has been an attempt to create consistency between the Project, Program, and Portfolio Management standards, and clarity of terminology within each standard.

2. New Knowledge Area

The biggest change, however, is the creation of a 10th knowledge area, Project Stakeholder Management, which is the first new knowledge area in over 10 years. This was previously included as part of Project Communications Management.

So in essence, Communications Management in the 4th Edition was split into two, creating the Communications Management and the Stakeholder Management knowledge areas in the 5th Edition.

The goal is not just to communicate, but to effectively engage the stakeholder in key project decisions as early as possible in the development of the project.

Communication and engagement with stakeholders are separate but intertwined subjects. Now Communications Management focuses more singly on communications needs and activities on a project.

Here are the processes involved in Stakeholder Management.

Process No. Process Name Explanation
13.1 Identify Stakeholders Same as before in 4th edition when it was under Communications Management.
13.2 Plan Stakeholder Management Having identified stakeholders in process 13.1, you now develop strategies on how to engage stakeholders and manage their expectations. This determines what information needs to be distributed to the various stakeholders.
13.3 Manage Stakeholder Engagement Communicating and working with stakeholders to increase support and minimize resistance. Issue logs and change requests are tools of this process.
13.4 Control Stakeholder Engagement Monitoring and controlling (adjusting) stakeholder engagement strategy.

Now the Communications Management processes are as follows:

Process No. Process Name Explanation
10.1 Plan Communications Management The stakeholder register from process 13.1 Identify Stakeholders is used as an input, and the output is the Communications Management Plan.
10.2 Manage Communications

(previously called Distribute Information)

Creation and distribution of project communications such as:

  • Performance reports
  • Status reports
  • Costs incurred
10.3 Control Communications (previously called Report Performance) Monitoring of communications to make sure stakeholder information needs are met.

3. ITTOs (inputs, tools and techniques, and outputs)

The business rules on how ITTOs are handled have changed. An input is now any document used in the process. An output must map as an input to another process. The sequence of the listing of inputs has changed: first subsidiary plans, then project documents, then the “generic” inputs of EEFs and OPAs.

Meetings were added as a tool in many project management processes.

4. New Planning Processes

Four planning processes were added: 1 of them having to do with stakeholder management (see process 13.2 Plan Stakeholder Management in chart above), and the three planning processes for the three main constraints of scope, time, and cost.

5. Process Titles Harmonized

The titles of many processes were harmonized so that they are more consistent internally (i.e., Monitoring & Controlling Processes are now often called Control “X”, where “X” is the name of the knowledge area covered).

6. Changes (by chapter)

Finally, Kristine went through each chapter of the 5th Edition PMBOK® guide and demonstrated the changes in each chapter.

Chapter Title Changes in 5th Edition
1 Introduction Definitions are harmonized between

project, program, and portfolio standards.

2 Organization Influences and Project Life Cycle Reorganized for clarity. Emphasis on necessity to understand business case for project. Lifecycle descriptions added: predictive, iterative, incremental, adaptive (agile).
3 Project Management Processes Process details now in appendix
4 Project Integration Management Differentiates between project management planning documents (subsidiary plans) and project documents (issue logs, stakeholder registers, etc.)
5 Project Scope Management Plan Scope Management is a new process. Collect Requirements includes categories of requirements: business, stakeholder, solution, transition, project, quality. Traceability matrix added to make sure all requirements for a deliverable are met.
6 Project Time Management Plan Schedule Management is a new process. Example of critical path calculation is given. Distinction made between resource smoothing (does not impact critical path) and resource leveling (delays project).
7 Project Cost Management Plan Cost Management is a new project. Management and contingency reserves more clearly differentiated. Earned value calculations and definitions are now summarized.
8 Project Quality Management New figures describe the 7 quality tools in detail. More care taken to distinguish quality assurance and quality control. Mapping between plan-do-check-act (PDCA), initiate-plan-execute-control-close (IPECC), and 5 PM process groups.
9 Project Human Resources Management Updated definitions. Expanded discussion of advantages and disadvantages of virtual teams.
10 Project Communications Management Old Communications Management knowledge area split into new Communications Management + Stakeholder Management (processes described in previous chart).
11 Project Risk Management Shifted terminology from “positive risk” to “opportunity”. More expansive definitions or risk attitude, appetite, tolerance, thresholds.
12 Project Procurement Management Former “Administer Procurements” process name changed to “Control Procurements.
13 Project Stakeholder Management New knowledge area (processes described in previous chart).

I think Kristine Munson did an excellent job of encapsulating in 1 hour the changes that took PMI 4 years to make! I also thank Diane Altweis and Janice Preston of Core Performance Concepts for putting on this series of webinars, which are very informative and give great capsule summaries of many subjects in Project Management. I definitely recommend that you subscribe to the series!

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