Project Management Body of Knowledge Changes to PMBOK® from Version 4 to Version 5 PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 1-1

Inov8Solutions Inc – Quality Educational Services For Professionals Introduction PMI has made many changes to PMBOK® Guide 4th Edition to create PMBOK® Guide 5th Edition Some of the more significant changes will be summarized in the following slides For a detailed list and explanation of all the changes, refer to Appendix X1 in PMBOK® Guide 5th Edition PMI members may download the PMBOK® Guide 5th Edition by clicking on the following link (after logging into PMI’s website): Click To Download The scope of the updates made in The project management body of knowledge guide 5th Edition (referred to as PMBOK 5 from here on) spans changes in terminology, a new Knowledge Area, new processes, establishment of rules for handling Inputs, Tools and Techniques, and Outputs, glossary updates, and updates to Data Flow Diagrams Appendix X1 (p. 463 to p. 482) in PMBOK 5 describes all the changes in detail PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 1-2

Inov8Solutions Inc – Quality Educational Services For Professionals Why the changes? PMI conducts Role Delineation Study Conducted every 5 to 7 years To keep the certification and exam up to date You might be wondering why PMI has made changes to the PMBOK. PMI conducts a Role Delineation Study (RDS) every 5 to 7 years. The purpose of the RDS is to ensure that the certification exams are up to date with regard to new developments in the real world of project management. The changes included in PMBOK 5 are based on, among other aspects, opinions and suggestions of real world project management professionals. PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 1-3

Inov8Solutions Inc – Quality Educational Services For Professionals New Knowledge Area New Knowledge Area known as Stakeholder Management has been created for PMBOK® 5 Separation emphasizes Stakeholder Management as a distinct function In PMBOK 4, there was no separate knowledge area for managing stakeholders; managing stakeholders was part of Communications Management Separating Communications Management and Stakeholder Management makes it clear that rather than being merely an aspect of managing communications, managing and engaging stakeholders requires proper planning , monitoring, and controlling and needs to be a separate function that is critical for project success With the addition of Stakeholder Management as a separate Knowledge Area, there are now 10 Knowledge Areas in PMBOK 5. They are: Integration Management, Scope Management, Cost Management, Time Management, Quality Management, Risk Management, Human Resource Management, Communications Management, Procurement Management, and Stakeholder Management. See section X1.10 (p. 469) in PMBOK® 5 for a thorough discussion on this topic PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 1-4

Rules for Handling Inputs, Tools and Techniques, and Outputs (ITTOs) Business rules have been established Some terminology with respect to ITTOs has been redefined Some sequencing rules have been established as well PMBOK 5 establishes business rules to clearly define ITTOs to aid their understanding and usage Some important broad categories of these business rules are: Fundamental Rules, Project Document Rules, Project Management Plan Rules, and Sequencing Rules. An examples of a Fundamental rule is: 1. “Inputs are any documents that are key to the process” An example of a Project Document Rule is: 1. “On the ITTO list, if the input is a major project document, it needs to be specifically listed out” An example of a Project Management Plan Rule is: 1. “On the ITTO input list, for those planning processes that create a subsidiary plan, the project management plan is listed as the key input” An example of a Sequencing Rule is: 1. “For inputs, and outputs: plans, subsidiary plans, and baselines are listed first” See section X1.2 (p. 464) in PMBOK® 5 for a thorough discussion on this topic PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 1-5

Redefinition of Project Management Work Execution Data Work Performance Data, Work Performance Information, and Work Performance Reports have been redefined to bring more clarity to these elements PMBOK 5 seeks to provide more clarity and consistency with regard to Work Performance Data, Work Performance Information, and Work Performance Reports by clearly defining the meaning and purpose of each element. PMBOK 5 defines each entity as follows: Work Performance Data are “the raw observations and measurements identified during activities performed to carry out the project work.” Work Performance Information is “the performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas.” Work Performance Reports are “the physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, raise issues, actions, or awareness” See section X1.5 (p. 466) in PMBOK® 5 for a thorough discussion on this topic PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 1-6

5 New Planning Processes Five planning processes have been added: Plan Scope Management Plan Schedule Management Plan Cost Management Plan Stakeholder Management Control Stakeholder Engagement These five processes were not part of PMBOK 4. The first four are planning processes that have been added to bring more clarity and consistency with regard to subsidiary plans that comprise the overall project management plan. The impetus for adding these processes was to emphasize that each knowledge area requires active thinking and planning. The last one, Control Stakeholder Engagement, is part of Stakeholder Management With the addition of these 5 processes, there are now 47 processes in PMBOK 5, whereas there were 42 processes in PMBOK 4. See section X1.4 (p. 466) in PMBOK® 5 for a thorough discussion on this topic PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 1-7

Inov8Solutions Inc – Quality Educational Services For Professionals Processes Renamed Many processes have been renamed for the sake of more clarity and consistency Many processes have been renamed in PMBOK 5. Again, this was done to establish more consistency. Examples are: Direct and Manage Project Execution is now Direct and Manage Project Work Plan Quality has been changed to Plan Quality Management Administer Procurements is now Control Procurements See section X1.11 (p. 471) in PMBOK® 5 for a thorough discussion on this topic PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 1-8