Before talking about the changes and refinements PMI® did in PMBOK® Guide Fifth Edition , it’s very important to understand for everyone that project management body of knowledge is “One” and holds the same purpose. For example, we plan to build a house, the objective is a House, how we build it can vary with today’s circumstances and exposure and what was known and experimented yesterday. We may use hallow blocks today on place of bricks we used in past for good of course.

Updates to PMBOK® Guide has been made to achieve greater degree of consistency, clarity by refining processes, standardizing input and outputs where possible, and implementing a global approach for documenting the input and outputs. In addition to consistency and clarity the feedback received on PMBOK® Guide 4th edition has been considered and taken as appropriate by the update team.

Let’s discuss some high level differentiators.

There is an additional Knowledge Area – Project Stakeholders Management. This makes the total count of knowledge areas 10 in place of 9 (4th Edition)

Total number of processes increased to 47 from 42 (4th Edition)

ITTO has been increased to maintain consistency with refinement of content. As per an online source, this increase is ~ 19%

Good news for PMP® aspirants, there is no change in process groups number. Its same as 5. Surprised? Can you think of anything more than initiation, planning, executing, M&C and closing? How can this change unless until some really new innovative dimension comes into picture.

It’s worth to go detail of KAs and Processes to understand the context:

Knowledge Areas:

KA refers to complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization.

All 9 KAs defined in PMBOK® Guide 4th edition are exactly named same and up to its purpose. There are changes in the processes w.r.t each KA which we shall discuss in processes section. There is one additional KA in PMBOK® Guide 5th edition “Project Stakeholder Management.

Project Stakeholder Management KA has been conceived with bifurcation of PMBOK® Guide 4th edition Project Communication Management KA into 2 KAs. PMBOK® Guide fifth edition has both KAs separately Project Communication Management and Project Stakeholders Management. Deferred and post publication comments on Project Communication management KA in PMBOK® Guide 4th edition uncovered the need of a dedicated KA for Stakeholder Management. I shall talk about the details of need in my following blog dedicated to this particular area. However for the purpose of this Blog, we shall confine it with only this much.

Processes:

There are two types of processes changes in PMBOK® Guide 5th edition we need to look in:

  • Addition of processes
  • Updating of existing processes

As mentioned earlier we have total 47 processes in PMBOK® Guide 5th edition on place of 42 in PMBOK® Guide 4th edition. So there are in total 5 new processes listed below

  • Plan scope management
  • Plan schedule management
  • Plan cost management
  • Plan stakeholder management
  • Control stakeholder management

1-4 processes are around concept of detailed subsidiary plan for major Knowledge Areas. If you are familiar with PMBOK® Guide 4th edition, you will realize that wherever there was no specific process to create subsidiary plan for KA, PMBOK® Guide 5th edition added it. The idea behind doing this is to reinforce that subsidiary plans are developed to plan the details in each KA. Earlier in PMBOK® Guide 4th edition there was no specific process to create scope, schedule and cost management plan and it was assumed that project management plan was taking care of it under integration management. This was a bit confusing because other KAs such as quality, communication, human resource, risk, procurement KAs had dedicated processes for planning of respective KA.

PMBOK® Guide  5th edition made it consistent across KAs and included 1-4 planning processes. Even the rest of planning processes are renamed for consistency which we shall discuss while talking updating existing processes.

Control Stake Holder Management process has been added to complete newly added Project Stakeholder Management knowledge area. On the similar lines of other major KAs, project stakeholder management KA needs controlling as it’s now a separate entity and not covered under communication management. More on this to come in my following blog as mentioned earlier

Updating of Exiting processes:

Below is a brief about key updates and their drivers. On the whole PMBOK® Guide 5th edition has refined, restructured input, outputs and tools & techniques for almost all the newly added, updated as well as existing processes. Definitions for processes have been changed to align with its names as well as inputs from project management community.

PMBOK® Guide 4th Edition Process NamePMBOK® Guide 5th Edition process NameChange drivers
PMBOK® Guide 4th Edition Process NamePMBOK® Guide 5th Edition process NameChange drivers
Direct & Manage projectexecutionDirect & Manage project work1. Direct & Manage process is more than executing
2. Definition of process refined. To align the name with the same
Verify ScopeValidate ScopeEmphasize this process is not only about accepting deliverables but validating it for value to business, fulfilling project objective & intended use to SHs
Plan QualityPlan Quality Managementsupport consistency in naming the processes that create the subsidiary plans
Perform Quality ControlControl Quality1. Support consistency in naming the processes that various control processes
2. support expansion in T & T in overall Quality Management (QA, QC & COQ) as well as specific to QC
Develop Human Resource PlanPlan Human Resource Managementsupport consistency in naming the processes that create the subsidiary plans
Plan CommunicationPlan Communication Managementsupport consistency in naming the processes that create the subsidiary plans
Distribute InformationManage Communication1. Clear confusion on Distribute Info and Report performance
2. Clear overlap with control scope, time and cost processes
3. support new definition of the process
Report PerformanceControl Communication1. Clear confusion on Distribute Info and Report performance
2. Clear overlap with control scope, time and cost processes
3. support new definition of the process
Monitor and Control RisksControl Risks1. Support consistency in naming the processes that various control processes
2. Move emphasis away from term “positive Risks” to “Opportunity”
3. expansion of concepts of Risk attitude, risk tolerance, risk threshold & Risk appetite
Plan ProcurementPlan Procurement Managementsupport consistency in naming the processes that create the subsidiary plans
Administer procurementControl Procurementsupport consistency in naming the processes that various control processes
Manage Stake Holder ExpectationManage Stake Holders EngagementIncrease focus on importance of appropriately engaging project SHs into project decision

I hope this was helpful. Check other blogs for in depth details on New Tools & Techniques, new prospective of work performance data/ information/reports, PMBOK® Guide initial sections updates, details on bifurcation of communication and shareholders management KAs and much more. You can post your queries on our Discussion Forum . You can also log into our YouTube channel watch the video on the related topics.