PMBOK4 to PMBOK 5 deeper drill (4)

Posted on: June 18th, 2013 by admin

Some of the changes in the early sections of the book appear to be there for the purpose of justifying project management’s role as a business tool in adding value.

  • PMO now described as having three types: supporting, controlling and directive
  • Expands on the concept of operations management including operational stakeholders
  • Adds a new section on Business Value
  • Introduces a concept called Project-based organizations
  • Redefines sponsor to be more than money provider. He or she is someone accountable for enabling success
  • More about the project team and how it can be dedicated or part-time
  • Schedule and cost management plans don’t just appear out of nowhere but now have their own processes with those documents as outputs
  • Change log is now an output of Integrated Change Control
  • Rough order of magnitude has changed from +-50% to -25% to +75%. Definitive estimate has changed from +-10% to -5% to +10%
  • Added new quality tools, e.g. tree diagrams, PDPC charts (Section
  • Description of the seven quality tools (formerly Ishikawa seven basic tools) moved from QC to QA. All of them are now used in all quality processes.
  • Adds an adaptive project life cycle to take Agile into consideration.
  • Under Control Schedule, discusses concerns in controlling an Agile schedule
  • Now has three work performance values: Work performance information, work performance data, work performance reports. (More detail next post)
  • Project management information system may include key performance indicators
  • PM is defined in both charter and stakeholder register
  • Charter used to say can be written by sponsor or PM. Now it says PM should “participate in development to obtain a foundational understanding of requirements

Next post: More changes and three types of work performance

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