This presentation will show you the Differences Between PMI's PMBOK 4th Edition & PMBOK 3rd Edition in detail....
Project Management Institute Pune-Deccan India Chapter Making project management indispensable for business results. ®
PMBOK 4th Edition Vs PMBOK 3rd Edition
The Award Wining Chapter of the World – Year 2007 © 2009 PMI Pune-Deccan India Chapter
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Copyright Notice © © 2009 Shantanu Bhamare, PMP®, MBA : No part of this presentation may be reproduced or transmitted in any form or by any means, electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission of the author. © 2009 PMI Pune-Deccan India Chapter
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Why the changes ? • The Fourth Edition continues to reflect the evolving knowledge within the profession of project management. Like previous editions it represents generally recognized good practice in the profession. • However, the Fourth Edition also reflects a focus on improved consistency and clarity. Great consideration was given by the project teams to remove redundant information and add clarifying statements where needed. Terminology was updated only to present process names consistently in a verb-noun format. • The PMBOK® Guide—Fourth Edition continues the tradition of excellence in project management with a standard that is easy to understand and implement.
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Consistency – All the processes are named in Verb Noun Format • Ex: Scope Definition – Define Scope
– All the process descriptions are rewritten in a consistent format instead of referring to sections. • Ex: Develop Project Charter
– The processes decreased from 44 to 42. Two processes were deleted, two processes were added and 6 processes were reconfigured into 4 processes in the Procurement knowledge area.
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Clarification – Enterprise Environmental Factors were more clearly defined to avoid confusion with Organizational Process Assets
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Clarification
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Clarification – The process flow diagrams at the beginning of chapters 4-12 have been deleted and replaced with data flow diagrams
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Clarification – Data flow diagrams to clarify source and Destination for each process
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Clarification – Ex: Develop Project Charter
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Clarification – Data flow diagrams to clarify source and Destination for each process • Ex: Develop Project Charter
– PM Plan & Project Documents are clearly differentiated • While project documents are used to assist the PM in managing the project, they are not part of PM Plan © 2009 PMI Pune-Deccan India Chapter
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Clarification Cont.. Project Management Plan
Project Documents
Change Management Plan
Activity Attributes
Quality Metrics
Communications Management Plan
Activity Cost Estimates
Responsibility Assignment Matrix
Configuration Management Plan
Activity List
Requirements Traceability Matrix
Cost Management Plan
Assumption Log
Resource Breakdown Structures
Cost Performance Baseline
Basis Of Estimates
Resource Calendars
Human Resources Plan
Change Log
Resource Requirements
Process Improvement Plan
Charter
Risk Register
Procurement Management Plan
Contracts
Roles And Responsibilities
Quality Management Plan
Duration Estimates
Sellers List
Requirements Management Plan
Forecasts
Source Selection Criteria
Risk Management Plan
Issue Log
Stakeholder Analysis
Schedule Baseline
Milestone List
Stakeholder Management Strategy
Scheduled Management Plan
Performance Reports
Stakeholder Register
Scope Baseline
Project Funding Requirements
Stakeholder Requirements
•
Scope Statement
Proposals
Statement Of Work
•
W. B. S.
Procurement Documents
Teaming Agreements
•
W. B. S. Dictionary
Project Organizational Structure
Team Performance Assessments
Quality Control Measurements
Work Performance Information
Quality Checklists
Work Performance Measurements
Scope Management Plan
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Clarification Cont.. – Corrective action, preventive action, defect repair, and requested changes are now under a general term “Change request”. – The elements under Project Charter and Scope Statement are clearly differentiated.
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Clarification Cont.. Charter
Scope Statement
Project Purpose Or Justification
Products Called Description (Progressively Elaborated)
Measurable Project Objectives And Related Success Criteria
Project Deliverables
High-Level Requirements
Product User Acceptance Criteria
High Level Project Description , Product Characteristics
Project Boundaries
Summary Milestone Schedule
Project Constraints
Summary Budget
Project Assumptions
Budget approval requirements [what constitutes success , who decides it, who signs off) Assigned project manager , responsibility and authority level Name and responsibility of the person authorizing project charter © 2009 PMI Pune-Deccan India Chapter
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Chapter 1 Introduction Third Edition Sections
Fourth Edition Sections
Purpose of the PMBOK® Guide
Purpose of the PMBOK® Guide
What Is a Project?
What Is a Project?
What Is Project Management?
What Is Project Management?
The PMBOK® Guide Structure Areas of Expertise
Project Management and Operations Management
Project Management Context
Relationship Among Project Management, Program Management, and Portfolio Management Role of a Project Manager Enterprise Environmental Factors Deleted Changed Added Corrected
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Chapter 2 Project Life Cycle and Organization Typical Cost and Staffing Levels Across the Project Life Cycle
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Chapter 2 Project Life Cycle and Organization
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Chapter 2 Project Life Cycle and Organization
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Chapter 3 Project Management Process For A Project – Plan-Do-Check-Act removed
– Dashed circular arrow indicates that the process is part of the Project Integration Management Knowledge Area. This Knowledge Area coordinates and unifies from the other Knowledge Areas. © 2009 PMI Pune-Deccan India Chapter
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Chapter 4 Project Integration Management Third Edition Sections
Fourth Edition Sections
Develop Project Charter
Develop Project Charter
Development Preliminary Project Scope Statement
Since the project charter contains many preliminary goals and the these are elaborated in Scope Statement, it is not required to develop a separate Preliminary scope statement.
Develop Project Management Plan
Develop Project Management Plan
Direct And Manage Project Execution
Direct And Manage Project Execution
Monitor And Control Project Work
Monitor And Control Project Work
Integrated Change Control
Perform Integrated Change Control
Close Project
Close Project or Phase Deleted Changed Added Corrected
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Chapter 4 Project Integration Management Corrective action, preventive action, defect repair, and requested changes are now under a general term “Change request”.
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Chapter 4 Project Integration Management
Close Project
Close Project or Phase
Contract closure moved to 12.4 Close Procurements © 2009 PMI Pune-Deccan India Chapter
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Chapter 5 Project Scope Management Third Edition Sections
Fourth Edition Sections
Scope Planning
Collect Requirements
Scope Definition
Define Scope
Create WBS
Create WBS
Scope Verification
Verify Scope
Scope Control
Control Scope
Deleted Changed Added Corrected
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Chapter 5 Project Scope Management Collect Requirements : Collect Requirements is the process of defining and documenting stakeholder’s needs to meet the project objectives.
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Chapter 6 Project Time Management Third Edition Sections A
Fourth Edition Sections
Activity Definition
Define Activities
Activity Sequencing
Sequence Activities
Activity Resources Estimating
Estimate Activity Resources
Activity Duration Estimating
Estimate Activity Durations
Schedule Development
Develop Schedule
Schedule Control
Control Schedule
Deleted Changed Added Corrected
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Chapter 6 Project Time Management
New diagram : Scheduling Overview © 2009 PMI Pune-Deccan India Chapter
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Chapter 6 Project Time Management
New diagram : Scheduling Overview © 2009 PMI Pune-Deccan India Chapter
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Chapter 6 Project Time Management – Arrow Diagramming Method (ADM) and Activity on Arrow (AOA) are removed. – Due to Computer supported Scheduling – Not used on “Most projects, most of the time”
Deleted Changed Added Corrected
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Chapter 7 Project Cost Management Third Edition Sections
Fourth Edition Sections
Cost Estimating
Estimate Costs
Cost Budgeting
Determine Budget
Cost Control
Control Costs
– Earned Value tool and technique is explained in more detail – “To-Complete Performance Index (TCPI) added. Deleted Changed Added Corrected
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Chapter 7 Project Cost Management
– Three-Point Estimates - Added
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Chapter 8 Project Quality Management Third Edition Sections
Fourth Edition Sections
Quality Planning
Plan Quality
Perform Quality Assurance
Perform Quality Assurance
Perform Quality Control
Perform Quality Control
• Cost of Quality (COQ) explained in more detail • New Diagrams added (Histogram, Fishbone, & Scatter)
Deleted Changed Added Corrected
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Chapter 8 Project Quality Management
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Chapter 8 Project Quality Management
© 2009Chart PMI Pune-Deccan India Chapter New diagram : Sample Control
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Chapter 8 Project Quality Management
• Additional Quality Planning Tools explained in more detail
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Chapter 8 Project Quality Management
New diagram : Environment Bone Expanded by Brainstorming © 2009 PMI Pune-Deccan India Chapter
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Chapter 8 Project Quality Management
New diagram : Histogram © 2009 PMI Pune-Deccan India Chapter
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Chapter 8 Project Quality Management
New diagram : Scatter Diagram © 2009 PMI Pune-Deccan India Chapter
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Chapter 9 Project Human Resource Management Third Edition Sections
Fourth Edition Sections
Human Resource Planning
Develop Human Resource Plan
Acquire Project Team
Acquire Project Team
Develop Project Team
Develop Project Team
Manage Project Team
Manage Project Team
– Manage Project Team is changed to Executing Process Group from Control Process Group
Deleted Changed Added Corrected
– To proactively ensure project performance is optimized.
– Develop Project Team & Manage Project Team are expanded – To recognize and discuss the people skills needed within a successful project team © 2009 PMI Pune-Deccan India Chapter
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Chapter 9 Project Human Resource Management – Team building (Develop Team) activities explained in detail :
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Chapter 9 Project Human Resource Management – Conflict Management (Manage Project Team) explained in detail :
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Chapter 10 Project Communications Management Third Edition Sections Communications Planning Information Distribution Performance Reporting Manage Stakeholders
Fourth Edition Sections Identify Stakeholders Plan Communications Distribute Information Manage Stakeholder Expectations Report Performance Deleted Changed Added Corrected
– Expanded to recognize the importance of Stakeholders – Manage Stakeholder reflects the actual process – It is more about doing than recording/reporting. – Changed the process to Executing Process Group from Controlling Process Group. © 2009 PMI Pune-Deccan India Chapter
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Chapter 10 Project Communications Management – Identify Stakeholders (new section)
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Chapter 10 Project Communications Management – Manage Stakeholders Expectations (changed)
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Chapter 10 Project Communications Management – Manage Stakeholders Expectations (changed)
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Chapter 10 Project Communications Management – Manage Stakeholders Expectations (changed)
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Chapter 10 Project Communications Management – Forecasting methods - added
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Chapter 11 Project Risk Management Third Edition Sections
Fourth Edition Sections
Risk Management Planning
Plan Risk Management
Risk Identification
Identify Risks
Qualitative Risk Analysis
Perform Qualitative Risk Analysis
Quantitative Risk Analysis
Perform Quantitative Risk Analysis
Risk Response Planning
Plan Risk Responses
Risk Monitoring And Control
Monitor And Control Risks
Deleted Changed Added Corrected
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Chapter 11 Project Risk Management Plan Risk Responses: Tools and Techniques Æ Strategies for Negative Risks or Threats : Accept moved under this section, instead of different tool (it was common for both negative & positive)
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Chapter 11 Project Risk Management Plan Risk Responses: Tools and Techniques Æ Strategies for Positive Risks or Opportunities : Accept moved under this section, instead of different tool (it was common for both negative & positive)
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Chapter 12 Project Procurement Management Third Edition Sections
Fourth Edition Sections
Plan Purchases And Acquisitions
Select Sellers
} }
Contract Administration
Administer Procurements
Contract Closure
Close Procurements
Plan Contracting Requests Seller Responses
Plan Procurements
Conduct Procurements
– Consolidated 6 Process into 4 – Plan Purchases And Acquisitions + Plan Contracting Î Plan Procurements. – Requests Seller Responses + Select Sellers Î Conduct Procurements
– Team Agreements introduced as input to Plan Procurements. © 2009 PMI Pune-Deccan India Chapter
Deleted Changed Added Corrected
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Chapter 12 Project Procurement Management
Fixed-price contracts explained in more details
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Chapter 12 Project Procurement Management
Cost-Plus-Fee (CPF) or Cost-Plus-Percentage of Cost (CPPC) deleted from Cost-reimbursable contracts types.
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Appendix C
Page No. : 384
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Appendix C
Page No. : 388
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Appendix G • A new appendix was added that addresses key interpersonal skills that a project manager utilizes when managing a project – – – – – – – –
Leadership Team building Motivation Communication Influencing Decision making Political and cultural awareness Negotiation
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Errata • Pertains to the first printing of the PMBOK® Guide–Fourth Edition
• In order to determine the print run of your book, refer to the bottom of the copyright page (which precedes the Notice page and Table of Contents). You will see numerals : 10 9 8 7 6 5 4 3 2 1. 1
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New Exam • Dates : – – – – –
PMP® : 30 June 2009 CAPM® : 31 July 2009 PMI-SPSM : 31 August 2009 PMI-RMPSM : 31 August 2009 PgMP® : 31 August 2009
• Changes to the Eligibility Criteria and Passing Score : Unlike the previous exam change cycle, it appears there will be no changes to the eligibility criteria, the application process or the passing score for the PMP® examination. © 2009 PMI Pune-Deccan India Chapter
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Topic wise % Initiating the Project Tasks
11.59
Conduct Project Selection Methods Define Scope Document Project Risks, Assumptions, and Constraints Identify and Perform Stakeholder Analysis Develop Project Charter Obtain Project Charter Approval
Planning the Project Tasks
22.7
Define and Record Requirements, Constraints and Assumptions Identify Project Team and Define Roles and Responsibilities Create the WBS Develop Change Management Plan Identify Risks and Define Risk Strategies Obtain Plan Approval Conduct Kick-off Meeting
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Topic wise % cont.. Executing the Project Tasks
27.5
Execute Tasks Defined in Project Plan Ensure Common Understanding and Set Expectations Implement the Procurement of Project Resources Manage Resource Allocation Implement Quality Management Plan Implement Approved Changes Implement Approved Actions and Workarounds Improve Team Performance
Monitoring and Controlling the Project Tasks
21.03
Measure Project Performance Verify and Manage Changes to the Project Ensure Project Deliverables Conform to Quality Standards Monitor all Risks
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Topic wise % cont.. Closing the Project Tasks
8.57
Obtain Final Acceptance for the Project Obtain Financial, Legal, and Administrative Closure Release Project Resources Identify, Document and Communicate Lessons Learned Create and Distribute Final Project Report Archive and Retain Project Records Measure Customer Satisfaction
Professional and Social Responsibility Tasks
8.61
Ensure Individual Integrity Contribute to the Project Management Knowledge Base Enhance Personal Professional Competence Promote Interaction Among Stakeholders
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References – http://www.pmi.org/AboutUs/Pages/Standards.aspx – http://www.pmi.org/AboutUs/Pages/Credentials.aspx – http://www.pmi.org/Resources/Pages/2008StandardsUpdate.aspx
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Thank you
Russian
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®
Shantanu Bhamare, PMP , MBA Email :
[email protected] /
[email protected] LinkedIn : http://www.linkedin.com/in/sbhamare Blog : http://sbhamare.blogspot.com/ Obrigado Traditional Chinese
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About the speaker •
•
• •
Shantanu Bhamare is a Project Management Professional (PMP) certified from Project Management Institute (PMI) USA . He is a Bachelor Of Engineering in Computers from Pune. He has also done Post Graduate Diploma In Advanced Computing from CDAC, Pune, Mobile Computing from the Indian Institute of Technology (IIT), Bombay & MBA in IT & Finance.
He is currently working with IBM as a Deputy General Manager. He has over 18 years of professional experience in the IT industry on software projects enabling a wide variety of domains such as eCommerce, CRM & Telecom. He received an International award "Best Volunteer Leader Of The Year 2007" given by Project Management Institute (PMI) USA . He got recognized at Leadership Meeting in Denver, CO, USA in October 2008. He also got appointed as Vice President of PMI Pune – Decan India Chapter which is affiliated to Project Management Institute (PMI), USA. © 2009 PMI Pune-Deccan India Chapter
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About the speaker cont.. •
PMI selected him to be a part of Content Contributors & Content Reviewers on the teams to update and rewrite PMI’s most influential global standard: A Guide to the Project Management Body of Knowledge (PMBOK® Guide). It’s an American National Standard ANSI/PMI 99-001-2004.
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He represented the chapter in the Leadership Meeting at Hong Kong in January 2007 and became part of Asia’s strategic team.
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He has got Co-inventor Patent on Pricer Product, filed in USA, while working with Selectica Inc. USA.
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He has got Spot Award for Excellent Project Management while working with Datapro Infoworld Ltd.
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He has a keen interest in pursuing different techniques for effective Project Management. His current interests include better estimation techniques, becoming better conflict resolution manager, better risk management, and use of earned value analysis for project tracking.
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