2013-5thedition changes soe 20130313 final
TRANSCRIPT
Mar 2013 Based on PMBOK 5th Edition
Unauthorized Distribution not allowed 1
1 PMBOK 5th Edition Changes Presentation
PMBOK 5th Edition Changes
By: Mohamed Arafa, M.Sc. PMP, RMP, MVP
For more information , please visit: www.officena.net/pmp
2 PMBOK 5th Edition Changes Presentation
Contents
Preface
Q&A
Integration
Management
4
Scope
Management
5
Time
Management
6
Cost
Management
7
Quality
Management
8
Communication
Management
10
HR
Management
9
Risk
Management
11
Procurement
Management
12
Introduction
1 Org. Influence
And
Project Life
Cycle
2
Project Mgmt
Processes for
a Project
3
Stakeholders
Management
13
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Preface
What is PMI ?
o PMI is the world’s leading not-for-profit
membership association for the project
management profession, with more than half a
million members and credential holders in 185
countries.
3 PMBOK 5th Edition Changes Presentation
PMI Credentials
PMP
CAPM
PMI-SP
PMI-RMP
PGMP
ACP
PMI
Up to 31 Dec 2012
PMBOK 5th Edition Changes Presentation
510,434
834
20,157
1805
809
2,063
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PMI Today
5 PMBOK 5th Edition Changes Presentation
PMBOK® 4th Edition 42 PM Processes
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Initiating Planning ExecutingMonitoring &
ControllingClosing
•4.1 Dev. Project
Charter
•4.4 Monitor and Control
Project Work
•4.5 Peform Integrated
Change Control
•5.1 Collect Requirements •5.4 Verify Scope
•5.2 Define Scope •5.5 Control Scope
•5.3 Create WBS
•6.1 Define Activities
•6.2 Sequence Activities
•6.3 Estimate Activity Resources
•6.4 Estimate Activity Durations
•6.5 Develop Schedule
•7.1 Estimate Costs
•7.2 Determine Budget
08 Quality•8.1 Plan Quality •8.2 Perform Quality
Assurance
•8.3 Perform Quality
Control
•9.2 Acquire Project Team
•9.3 Develop Project Team
•9.4 Manage Project Team
•10.3 Distribute Information
•10.4 Manage Stakeholder
Expectations
•11.1 Plan Risk Management
•11.2 Identify Risks
•11.3 Perform Qualitative Risk Analysis
•11.4 Perform Quantitative Risk Analysis
•11.5 Plan Risk Responses
12 Procurement•12.1 Plan Procurements •12.2 Conduct Procurements •12.3 Administer
Procurements
•12.4 Close
Procurments
10
Communication
•10.1 Idetify
Stakeholders
•10.2 Plan Communications •10.5 Report
Performance
11 Risk
•11.6 Monitor and Control
Risks
07 Cost•7.3 Control Costs
09 Human
Resource
Management
•9.1 Develop Human Resource Plan
05 Scope
06 Time
•6.6 Control Schedule
Knowledge
Areas
Project Management Process Groups (PMBOK® 4th Edition)
04 Integration
•4.2 Develop Project Management Plan •4.3 Direct and Manage
Project Execution
•4.6 Close Project
or Phase
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Main Changes
7 PMBOK 5th Edition Changes Presentation
PMBOK 4th Edition
PMBOK 5th Edition
Process Groups
5 5
Knowledge Areas
9 10
Processes 42 47
Pages 345 pages + Appendices
461 pages + Appendices
467 589
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PMBOK® Processes 5th edition 47 Processes
Initiating Planning ExecutingMonitoring &
ControllingClosing
4.1 Dev. Project
Charter
4.4 Monitor and Control
Project Work
4.5 Peform Integrated
Change Control
5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
08 Proejct Quality
Management
8.1 Plan Quality Management 8.2 Perform Quality
Assurance
8.3 Control Quality
9.1 Plan Human Resource Management 9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10 Proejct
Communication
Management
10.1 Plan Communications
Management
10.2 Manage
Communications
10.3 Control
Communications
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12.1 Plan Procurement Management 12.2 Conduct
Procurements
12.3 Control
Procurements
12.4 Close
Procurments
13 Proejct
Stakeholders
Management
13.1 Idetify
Stakeholders
13.2 Plan Stakeholders Management 13.3 Manage Stakeholders
Engagement
13.4 Control
Stakeholders
Engagement
11 Proejct Risk
Management
11.6 Monitor and
Control Risks
12 Proejct
Procurement
Management
09 Proejct Human
Resource
Management
07 Proejct Cost
Management
7.4 Control Costs
05 Proejct Scope
Management
06 Proejct Time
Management
6.7 Control Schedule
Knowledge
Areas
Project Management Process Groups (PMBOK® 5th Edition)
04 Proejct
Integration
Management
4.2 Develop Project Management Plan 4.3 Direct and Manage
Project Execution
4.6 Close Project
or Phase
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Main Changes
9 PMBOK 5th Edition Changes Presentation
Additions
5.1 Plan Scope Management—added
6.1 Plan Schedule Management—added
7.1 Plan Cost Management—added
13.2 Plan Stakeholder Management—added
13.4 Control Stakeholders Engagement—added
Main Changes
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Control X
8.3 Perform Quality Control—changed to Control Quality
10.5 Report Performance—changed to Section 10.3 Control Communications
11.6 Monitor and Control Risks—changed to Control Risks
12.3 Administer Procurements—changed to Control Procurements
Plan xxxx Management
8.1 Plan Quality—changed to Plan Quality Management
9.1 Develop Human Resource Plan—changed to Plan Human Resource
Management
10.2 Plan Communications—changed to Section 10.1 Plan Communications
Management
12.1 Plan Procurements—changed to Plan Procurement Management
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Main Changes
11 PMBOK 5th Edition Changes Presentation
Misc Changes
4.3 Direct and Manage Project Execution—changed to Direct and
Manage Project Work
5.5 Verify Scope—changed to Validate Scope
10.4 Manage Stakeholder Expectations—changed to Section 13.3
Manage Stakeholders Engagement
10.3 Distribute Information—changed to Section 10.2 Manage
Communications
10.1 Identify Stakeholders—moved to Section 13.1 Identify
Stakeholders
DIKW (Data, Information, Knowledge, Wisdom) model used in the field of Knowledge Management.
oWork Performance Data
oWork Performance Information
oWork Performance Reports
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Information flow in 4th edition
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Direct and Manage Project Work
Monitoring and controlling processes
Report Performance
Work Performance measurements
Performance Reports
Work Performance Information
DIKW Model PMBOK 5th Edition
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Direct and Manage Project Work
Control Scope , Schedule , Costs , Quality , Communications, Procurements, Risks , Stakeholders Engagement , and Validate Scope
Work Performance Data
Monitor and Control Project Work
Work Performance Information
Work Performance Reports
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Project Management Office (PMO)
PMBOK 5th Edition Changes Presentation 15
PMBOK 4th Edition PMBOK 5th Edition
An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain.
A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
PMO Types
1.4.4 Project Management Office
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Take Control
Directly Manage
Support
Compliance
Consulted
Repository
Supportive Controlling Directive
Degree of Control
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1.8 Enterprise Environmental Factors
PMBOK 5th Edition Changes Presentation 17
Conditions, not under the control of the project team, that influence, constrain, or direct the project
Both internal and external environmental factors that surround or influence a project’s success
2.3 Stakeholders
PMBOK 5th Edition Changes Presentation 18
A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.
Stakeholders are persons or organizations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project
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Sponsor
PMBOK 5th Edition Changes Presentation 19
Sponsor:
A sponsor is the person or group who provides resources and support for the project and is accountable for enabling success.
The sponsor may be external or internal to the project manager’s organization.
Sponsor:
A sponsor is the person or group that provides the financial resources, in cash or in kind, for the project.
Program Management
PMP Preparation Course 20
A program is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
program is defined as a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.
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Project Governance
PMBOK 5th Edition Changes Presentation 21
Project governance is an oversight function that is aligned with the organization’s governance model and that encompasses the project lifecycle.
Project Success
PMBOK 5th Edition Changes Presentation 22
The success of the project should be measured in terms of completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the project managers and senior management.
To ensure realization of benefits for the undertaken project, a test period (such as soft launch in services) can be part of the total project time before handing it over to the permanent operations.
Project success should be referred to the last baselines approved by the authorized stakeholders.
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Project Life Cycle Approaches
Predictive or plan Driven
Iterative and
Incremental Life Cycle
Adaptive or Change Driven (Agile)
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Chapter 03: Project Management Processes for a Project
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring and Controlling Process Group
Closing Process Group
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Chapter 04: Project integration Management
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Bringing the pieces Together
Chapter 04: Project integration Management
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Project Integration Management includes the processes and activities needed to:
identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
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4th Edition 5th Edition
4.1 Develop Project Charter
4.1 Develop Project Charter
4.2 Develop Project management Plan
4.2 Develop Project management Plan
4.3 Direct and manage Project execution
4.3 Direct and manage Project Work
4.4 monitor and Control Project work
4.4 monitor and Control Project work
4.5 Perform Integrated Change Control
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
4.6 Close Project or Phase
Project integration Management Processes
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4.1 Develop Project Charter ITTO
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Inputs Tools & Techniques Outputs
.1 Project statement of
work
.1 Expert judgment .1 Project
charter
.2 Business case 2. Facilitation techniques
.3 Contract Agreements
.4 Enterprise
environmental factors
.5 Organizational process
assets
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4.2 Develop Project mgmt Plan ITTO
29 PMBOK 5th Edition Changes Presentation
Inputs Tools &
Techniques
Outputs
.1 Project charter .1 Expert
judgment
.1 Project
management plan
.2 Outputs from Other processes 2. Facilitation
Techniques
.3 Enterprise environmental
factors
.4 Organizational process assets
4.3 Direct and manage Project Work ITTO
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Inputs Tools & Techniques Outputs
.1 Project
management plan
.1 Expert judgment .1 Deliverables
.2 Approved change
requests
.2 Project
management
information system
.2 Work performance
information Data
.3 Enterprise
environmental factors
3. Meetings .3 Change requests
.4 Organizational
process assets
.4 Project
management plan
updates
.5 Project document
updates
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4.4 monitor and Control Project work ITTO
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Inputs Tools & Techniques Outputs .1 Project management plan .1 Expert judgment .1 Change requests
.2 Schedule forecasts .2 Analytical
techniques
.2 Work Performance Reports
.3 Cost forecasts .3 Project management
information system
.3 Project management
plan updates
.4 Validated changes .4 Meetings .4 Project document
updates
.5 Performance reports
Work performance information
.6 Enterprise environmental
factors
.7 Organizational process
assets
4.5 Perform Integrated Change Control ITTO
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Inputs Tools &
Techniques
Outputs
.1 Project
management plan
.1 Expert judgment .1 Approved Change
request status updates
.2 Work performance
information Reports
.2 Meetings .2 Change Log
.3 Change requests .3 Change control
meetings Tools
.2 Project management
plan updates
.4 Enterprise
environmental
factors
.3 Project document
updates
.5 Organizational
process assets
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4.6 Close Project or Phase ITTO
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Inputs Tools & Techniques Outputs
.1 Project
management plan
.1 Expert judgment .1 Final product,
service, or result
transition
.2 Accepted
deliverables
.2 Analytical
techniques
.2 Organizational
process assets
updates
.3 Organizational
process assets
3. Meetings
Chapter 5: Project Scope Management
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What are we doing?
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Chapter 5: Project Scope Management
Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
35 PMBOK 5th Edition Changes Presentation
4th Edition 5th Edition
5.1 Plan Scope Management
5.1 Collect Requirements
5.2 Collect Requirements
5.2 Define Scope
5.3 Define Scope
5.3 Create WBS
5.4 Create WBS
5.4 Verify Scope
5.5 Validate Scope
5.5 Control Scope
5.6 Control Scope
Project Scope Management Processes
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5.1 Plan Scope Management ITTO
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Inputs Tools & Techniques Outputs
.1 Project management
plan
.1 Expert judgment .1 Scope
management plan
.2 Project charter .2 Meetings .2 Requirements
management plan
.4 Enterprise
environmental factors
.5 Organizational
process assets
5.2 Collect Requirements ITTO
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Inputs Tools & Techniques Outputs
.1 Scope
management plan
.1 Interviews .1 Requirements
documentation
.2 Requirements
management plan
.2 Focus groups .2 Requirements
management plan
.2 Stakeholder
management plan
.3 Facilitated
workshops
.2 Requirements
traceability matrix
.4 Project charter .4 Group creativity
techniques
.5 Stakeholder
register
.5 Group decision
making techniques
Tools & Techniques
6. Questionnaires and
surveys
.9 Benchmarking
7.Observations .10 Context Diagraming
8.Prototypes .11 Document Analysis
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5.3 Define Scope ITTO
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Inputs Tools & Techniques Outputs
.1 Scope management
plan
.1 Expert judgment .1 Project scope
statement
.2 Project charter .2 Product analysis .2 Project document
updates
.3 Requirements
documentation
.3 Alternatives
identification
generation
.4 Organizational
process assets
.4 Facilitated
workshops
5.4 Create WBS ITTO
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Inputs Tools &
Techniques
Outputs
. 1 Scope management
plan
.1 Decomposition .1 WBS
.1 Project scope
statement
.2 Expert
judgment
.2 WBS dictionary
.2 Requirements
documentation
.1 Scope baseline
.4 Enterprise
environmental factors
.2 Project document
updates
.5 Organizational
process assets
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5.5 Validate Scope ITTO
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Inputs Tools &
Techniques
Outputs
.1 Project management
plan
.1 Inspection .1 Accepted
deliverables
.2 Requirements
documentation
.2 Group decision
making techniques
.2 Change requests
.3 Requirements
traceability matrix
.3 Work performance
Information
.4 Validated Verified
deliverables
.4 Project document
updates
.5 Work performance
data
5.6 Control Scope ITTO
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Inputs Tools & Techniques Outputs
.1 Project
management plan
.1 Variance analysis .1 Work performance
measurements
Information
.2 Requirements
documentation
.2 Change requests
.3 Requirements
traceability matrix
.3 Project
management plan
updates
.4 Work performance
information data
.4 Project document
updates
.5 Organizational
process assets
.5 Organizational
process assets updates
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Chapter 6: Project Time management
How long will it take?
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Chapter 6: Project Time management
Project Time Management includes the processes required to manage timely completion of the project.
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4th Edition 5th Edition
6.1 Plan Schedule Management
6.1 Define Activities
6.2 Define Activities
6.2 Sequence Activities
6.3 Sequence Activities
6.3 Estimate Activity Resources
6.4 Estimate Activity Resources
6.4 Estimate Activity Durations
6.5 Estimate Activity Durations
6.5 Develop Schedule
6.6 Develop Schedule
6.6 Control Schedule
6.7 Control Schedule
Project Time Management Processes
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6.1 Plan Schedule Management ITTO
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Inputs Tools & Techniques Outputs
.1 Project management
plan
.1 Expert judgment .1 Schedule
management plan
.2 Project charter .2 Analytical
techniques
.4 Enterprise
environmental factors
.3 Meetings
.5 Organizational
process assets
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6.2 Define Activities ITTO
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Inputs Tools &
Techniques
Outputs
.1 Schedule management
plan
.1 Decomposition .1 Activity list
.2 Scope baseline .2 Rolling wave
planning
.2 Activity attributes
.3 Enterprise
environmental factors
.3 Templates .3 Milestone list
.4. Organizational
process assets
.3 Expert judgment
6.3 Sequence Activities ITTO
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Inputs Tools & Techniques Outputs
.1 Schedule
management plan
.1 Precedence
diagramming method
(PDM)
.1 Project schedule
network diagrams
.2 Activity list
.2 Dependency
determination
.2 Project document
updates
.3 Activity attributes .3 Applying Leads
and lags
.4 Milestone list
.4 Schedule network
templates
.5 Project scope
statement
.6 EEFs
.7 OBAs
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6.4 Estimate Activity Resources ITTO
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Inputs Tools & Techniques Outputs
.1 Schedule
management plan
.1 Expert judgment .1 Activity resource
requirements
.2 Activity list .2 Alternatives
analysis
.2 Resource
breakdown structure
.3 Activity attributes .3 Published
estimating data
.3 Project document
updates
.4 Resource calendars .4 Bottom-up
estimating .5 Risk Register
.6 Activity cost
estimates .5 Project
management software
.9 EEFs
.8 OBAs
6.5 Estimate Activity Durations ITTO
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Inputs Tools & Techniques Outputs
.1 Schedule management plan
.1 Expert judgment .1 Activity duration
estimates
.2 Activity list .2 Analogous
estimating
.2 Project document
updates
.3 Activity attributes .3 Parametric
estimating
.4 Activity resource
requirements
.4 Three-point
estimates
.5 Resource calendars .5 Group decision-
making techniques .6 Project scope statement
.7 Risk Register .6 Reserve analysis
.8 Resource Breakdown
Structure
.9 EEFs
.10 OBAs
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6.6 Develop Schedule ITTO
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Inputs Tools & Techniques Outputs
.1 Schedule management
plan
.1 Schedule network analysis .1 Schedule baseline
.2 Activity list .2 Critical path method .2 Project schedule
.3 Activity attributes .3 Critical chain method .3 Schedule data
.4 Project schedule
network diagrams
.4 Resource leveling
Optimization Techniques
.4 Project calendars
.5 Activity resource
requirements
.5 What-if scenario analysis
Modeling Techniques
.5 Project management
plan updates.
.6 Resource calendars .6 Applying Leads and lags
.7 Activity duration
estimates
.7 Schedule compression .6 Project document
updates
.8 Project scope statement .8 Scheduling tool
.9 Risk Register Tools & Techniques
.10 Project Staff
Assignment
.12 EEFs
.11 Resource Breakdown Structure
.13 OBAs
6.7 Control Schedule ITTO
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Inputs Tools & Techniques Outputs
.1 Project management
plan
.1 Performance reviews .1 Work performance
measurements
Information
.2 Project schedule .2 Project management
software
.2 Schedule Forecasts
.3 Work performance
information Data
.3 Resource leveling
Optimization Techniques .3 Change requests
.4 Project Calendars .4 What-if scenario
analysis Modeling
Techniques
.4 Project management
plan updates
.5 Schedule Data .5 Applying Leads and lags .5 Project document
updates
.6 OBAs .6 Schedule compression .6 OBAs updates
.7 Scheduling tool
Variance analysis
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Chapter 7: Project Cost Management
How much will it cost?
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Chapter 7: Project Cost Management
Project Cost Management includes the processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.
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4th Edition 5th Edition
7.1 Plan Cost Management
7.1 Estimate Costs
7.2 Estimate Costs
7.2 Determine Budget
7.3 Determine Budget
7.3 Control Costs
7.4 Control Costs
Project Cost Management Processes
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7.1 Plan Cost Management ITTO
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Inputs Tools & Techniques Outputs
.1 Project management
plan
.1 Expert judgment .1 Cost management
plan
.2 Project charter .2 Analytical
techniques
.
.4 Enterprise
environmental factors
.3 Meetings
.5 Organizational
process assets
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7.2 Estimate Costs ITTO
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Inputs Tools & Techniques Outputs
.1 Cost management
plan
.1 Expert judgment .1 Activity cost
estimates
.2 Human resource
Management plan
.2 Analogous estimating .2 Basis of
estimates
.3 Scope baseline .3 Parametric estimating .3 Project
document updates .4 Project schedule .4 Bottom-up estimating
.5 Risk register .5 Three-point estimates
.6 Enterprise
environmental factors
.6 Reserve analysis
.7 OBAs .7 Cost of quality
.8 Project management
estimating software
.9 Vendor bid analysis
.10 Group Decision
Making Techniques
7.3 Determine Budget ITTO
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Inputs Tools &
Techniques
Outputs
. .1 Cost management
plan
.1 Cost
aggregation
.1 Cost performance
baseline
.2 Scope baseline .2 Reserve
analysis
.2 Project funding
requirements
.3 Activity cost estimates .3 Expert
judgment
.3 Project document
updates
.4 Basis of estimates .4 Historical
relationships .5 Project schedule
.6 Resource calendars
.7 Risk Register .5 Funding limit
reconciliation .8 Contracts Agreements
.9 OBAs
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7.4 Control Costs ITTO
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Inputs Tools & Techniques Outputs
.1 Project
management plan
.1 Earned value
management
.1 Work performance
measurements Information
.2 Project funding
requirements
.2 Forecasting .2 Budget Cost forecasts
.3 Work
performance
information Data
.3 To-complete
performance index
(TCPI)
.3 Change requests
.4 Organizational
process assets
.4 Performance reviews . Project management plan
updates
.5 Project management
software
.5 Project document
updates
.6 Variance analysis
Reserve Analysis
.6 Organizational process
assets updates
Chapter 8: Project Quality Management
What are the Specs & How are we going to meet them?
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4th Edition 5th Edition
8.1 Plan Quality
8.1 Plan Quality Management
8.2 Perform Quality Assurance
8.2 Perform Quality Assurance
8.3 Perform Quality Control
8.3 Control Quality
Project Quality Management Processes
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8.1 Plan Quality ITTO
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Inputs Tools & Techniques Outputs
.1 Scope baseline
Schedule baseline
Cost performance
baseline
Project Management
Plan
.1 Cost-benefit analysis .1 Quality management
plan
.2 Cost of quality .2 Process improvement
plan
.3 Control charts , - Flowcharting
Seven basic quality tools
.3 Quality metrics
.2 Stakeholder
register
.4 Benchmarking .4 Quality checklists
. 3 Risk register .5 Design of experiments .5 Project document
updates . 4 Requirements
Documentation .6 Statistical sampling
. 5 Enterprise
environmental factors .7 Additional quality planning
Tools .6 Organizational
process assets
.8 Proprietary quality management
methodologies Meetings
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8.2 Perform Quality Assurance ITTO
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Inputs Tools & Techniques Outputs
.1 Project Quality
management plan
.1 Plan Quality and
Perform Quality
Management and
Control tools and
techniques
.1 Change requests
.2 Process
Improvement Plan
.2 Project
management plan
updates
.2 Quality metrics .2 Quality audits
.3 Project document
updates
.3Work performance
information Quality
control measurements
.3 Process analysis
.4 OBAs Updates
.4 Project Documents
8.3 Perform Quality Control ITTO
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Inputs Tools & Techniques Outputs
.1 Project management
plan
.1 Cause and effect
Diagrams, Control charts,
Flowcharting, Histogram,
Pareto chart, Run chart,
Scatter diagram
Seven Basic Quality Tools
.1 Quality control
measurements
.2 Quality metrics .2 Validated changes
.3 Quality checklists .3 Validated deliverables
4 Work performance
measurements Data .2 Statistical sampling
.4 Work Performance
information .5 Approved change
requests
.3 Inspection
.5 Change requests
.6 Deliverables
.4 Approved change request
review. .6 Project management plan
updates
.7 Project Documents .7 Project document
updates
.8 Organizational
process assets
Organizational process
assets updates
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Chapter 09: Project Human Resource
management
Who will do it?
65 PMBOK 5th Edition Changes Presentation
Chapter 09: Project Human Resource
management Project Human Resource Management
includes the processes that organize, manage, and lead the project team
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4th Edition 5th Edition
9.1 Develop Human Resource Plan
9.1 Plan Human Resource Management
9.2 Acquire Project Team
9.2 Acquire Project Team
9.3 Develop Project Team
9.3 Develop Project Team
9.4 Manage Project Team
9.4 Manage Project Team
Project HR Management Processes
67 PMBOK 5th Edition Changes Presentation
9.1 Plan Human Resource Management ITTO
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Inputs Tools & Techniques Outputs
.1 Project
management plan
.1 Organization charts
and position
descriptions
.1 Human resource
management plan
.2 Activity resource
requirements
.2 Networking
.3 Enterprise
environmental factors
.3 Organizational
theory
.4 Organizational
process assets
4. Expert Judgment
.5 Meetings
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9.2 Acquire Project Team ITTO
69 PMBOK 5th Edition Changes Presentation
Inputs Tools &
Techniques
Outputs
.1 Project Human Resource
management plan
.1 Pre-assignment .1 Project staff
assignments
.2 Enterprise environmental
factors
.2 Negotiation .2 Resource
calendars
.3 Organizational process
assets
.3 Acquisition .3 Project
management plan
updates
.4 Virtual teams
.5 Multi-criteria
decision analysis
9.3 Develop Project Team ITTO
70 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs
1 Project Human
Resource
management plan
.1 Interpersonal skills .1 Team performance
assessments
.2 Project staff
assignments
.2 Training .2 EEFs Updates
.3 Resource
calendars
.3 Team-building
activities
.4 Ground rules
.5 Co-location
.6 Recognition and
rewards
.7 Personnel assessment
tools
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9.4 Manage Project Team ITTO
71 PMBOK 5th Edition Changes Presentation
Inputs Tools &
Techniques
Outputs
.1 1 Project Human
Resource
management plan
.1 Observation and
conversation
.1 Change requests
.2 Project staff
assignments
.2 Project
performance
appraisals
.2 Project management
plan updates
.3 Team performance
assessments
.3 Conflict
management
.3 Project Documents
Updates
.4 Issue log .4 Interpersonal
skills
.4 EEFs updates
.5 Work Performance
reports
.4 Issue log
.5 OPAs Updates
.6 OPAs
Chapter 10: Project Communications
management
Who should know
What When and How? 72 PMBOK 5th Edition Changes Presentation
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Project Communications Management includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information.
73 PMBOK 5th Edition Changes Presentation
Chapter 10: Project Communications
management
4th Edition 5th Edition
10.1 Identify Stakeholders
Moved to 13.1
10.2 Plan Communications
10.1 Plan Communications Management
10.3 Distribute Information
10.2 Manage Communications
10.4 Manage Stakeholder Expectations
Moved to 13.3
10.5 Report Performance
10.5 Control Communications
Project Communication Management Processes
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10.1 Plan Communications ITTO
75 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs
.1 Project
Management Plan
.1 Communication
requirements analysis
.1 Communications
management plan
.2 Stakeholder register .2 Communication
technology
.2 Project document
updates
.3 Enterprise
environmental factors
.3 Communication
models
.4 Organizational
process assets
.4 Communication
methods
Stakeholder
management strategy
.5 Meetings
10.2 Manage Communications ITTO
76 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs
.1 Project
Communications
management plan
.1 Communication
Technology
.1 Project
communications
.2 Work Performance
reports
.2 Communication
Models
.2 Project
management plan
updates
.3 EEFs .3 Communication
methods
.3 Project Documents
Updates
.4 Organizational
process assets
.4 Information
Management systems
.4 OPAs Updates
.5 Performance
reporting
Information
Distribution Tools
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10.3 Control Communications ITTO
77 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs
.1 Project
management plan
.1 Information management systems
.1 Work Performance
reports Information
.2 Project
communications
.2 Expert judgment .2 Change requests
.3 Issue Log .3 Meetings .3 Project
management plan
updates
.4 Work performance
Information Data
.1 Variance analysis .4 Project documents
updates
.5 Organizational
process assets
.2 Forecasting methods .5 OPAs updates
.6 Work Performance
measurements
.3 Communication
methods
.7 Budget forecasts .4 Reporting systems
Chapter 11: Project Risk Management
What are the threats and opportunities? And how to deal with them?
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Chapter 11: Project Risk Management
Systematic process of identifying, analyzing and responding to project risk.
79 PMBOK 5th Edition Changes Presentation
4th Edition 5th Edition
11.1 Plan Risk Management
11.1 Plan Risk Management
11.2 Identify Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.5 Plan Risk Responses
11.6 Monitor and Control Risks
11.6 Control Risks
Project Risk Management Processes
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11.1 Plan Risk Management ITTO
81 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs 1 .1 Project management
plan
.1 Analytical
techniques
.1 Risk
management
plan 2 .2 Project charter .2 Expert judgment 3 .3 Stakeholder register .3 Meetings
4 .4 Enterprise
environmental factors
Planning meetings
and analysis 5 .5 Organizational
process assets 6 Project scope statement
Schedule, Cost, and
Communications
management plans
11.2 Identify Risks ITTO
82 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs 1 .1 Risk management plan .1 Documentation reviews .1 Risk register
2 .2 Cost management plan .2 Information gathering
techniques 3 .3Schedule management plan .3 Checklist analysis
4 .4 Quality management plan .4 Assumptions analysis 5 .5 Human resource
management plan
.5 Diagramming
techniques 6 .6 Scope baseline .6 SWOT analysis 7 .7 Activity cost estimates .7 Expert judgment
8 .8 Activity duration estimates
9 .9 Stakeholder register Tools & Techniques
10 .10 Project documents
.12 Enterprise environmental
factors
11 .11 Procurement documents .13 Organizational process
assets
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11.3 Perform Qualitative Risk Analysis ITTO
83 PMBOK 5th Edition Changes Presentation
Inputs Tools &
Techniques
Outputs
1 .1 Risk
management plan
.1 Risk probability and
impact assessment
.1 Project
Documents updates 2 .2 Project scope
statement Scope
baseline
.2 Probability and
impact matrix
Risk register
updates
3 .3 Risk register .3 Risk data quality
assessment 4 .4 EEFs .4 Risk categorization 5 .5 OPAs
.5 Risk urgency
assessment 6 .6 Expert judgment
11.4 Perform Quantitative Risk Analysis ITTO
84 PMBOK 5th Edition Changes Presentation
Inputs Tools &
Techniques
Outputs
1 .1 Risk management
plan
.1 Data gathering and
representation
techniques
.1 Project
Documents updates
2 .2Cost management
plan
.2 Quantitative risk
analysis and
modeling techniques
Risk register
updates
3 .3 Schedule
management plan
.3 Expert judgment
4 .4 Risk register
5 .5 EEFs
6 .6 Organizational
process assets
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11.5 Plan Risk Responses ITTO
85 PMBOK 5th Edition Changes Presentation
Inputs Tools &
Techniques
Outputs
1 .1 Risk management
plan
.1 Strategies for
negative risks or
threats
Project
management plan
updates
2 .2 Risk register
.2 Strategies for
positive risks or
opportunities
Project document
updates
3 .3 Contingent
response strategies
Risk register
updates
4. Expert judgment Risk-related
contract decisions
11.6 Monitor and Control Risks ITTO
86 PMBOK 5th Edition Changes Presentation
Inputs T&T Outputs 1 .1 Project
management plan
.1 Risk
reassessment
.1 Work performance
information 2 .2 Risk register
.2 Risk audits .2 Change requests
3 .3 Work
performance
information Data
.3 Variance and
trend analysis
.3 Project management
plan updates
4 .4 Work
Performance
reports
.4 Technical
performance
measurement
.4 Project document
updates
5 .5 Reserve analysis .5 Organizational
process assets updates 6 .6 Status Meetings Risk register updates
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Chapter 12: Project Procurements
management
What to buy & How?
87 PMBOK 5th Edition Changes Presentation
Chapter 12: Project Procurements
management
Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. The organization can be either the buyer or seller of the products, services, or results of a project.
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4th Edition 5th Edition
12.1 Plan Procurements
12.1 Plan Procurement Management
12.2 Conduct Procurements
12.2 Conduct Procurements
12.3 Administer Procurements
12.3 Control Procurements
12.4 Close Procurements
12.4 Close Procurements
Project Procurement Management Processes
89 PMBOK 5th Edition Changes Presentation
12.1 Plan Procurements ITTO
90 PMBOK 5th Edition Changes Presentation
Inputs Tools &
Techniques
Outputs
.1 Scope baseline , Cost
performance baseline Project
management plan.
.1 Make-or-buy
analysis
.1 Procurement
management plan
.2 Requirements documentation .2 Expert
judgment
.2 Procurement statements
of work
.3 Risk register .3 Market
research
.3 Procurement documents
.4 Activity resource requirements .4 Meetings .4 Source selection criteria
.5 Project schedule Contract types .5 Make-or-buy decisions
.6 Activity cost estimates .6 Change requests
.7 Stakeholder register .7 Project documents
updates.
.8 Enterprise environmental factors
.9 Organizational process assets
.10 Risk-related contract decisions
.11 Teaming agreements
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12.2 Conduct Procurements ITTO
91 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs
.1 Project management plan .1 Bidder conferences .1 Selected sellers
.2 Procurement documents .2 Proposal evaluation
techniques
.2 Procurement
contract award
Agreements .3 Source selection criteria .3 Independent
estimates
.4 Seller proposals .4 Expert judgment .3 Resource calendars
.5 Project documents .5 Advertising .4 Change requests
.6 Make-or-buy decisions .6 Analytical
techniques
.5 Project
management plan
updates .7 Procurement statement of
work
.7 Procurement
negotiations
.8Organizational process
assets
.8 Internet search .6 Project document
updates
.9 Qualified seller list
.10 Teaming agreements
12.3 Control Procurements ITTO
92 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs
.1 Project management
plan
.1 Contract change
control system
.1 Work Performance
information
.2 Procurement
documents
.2 Procurement
performance reviews
.2 Change requests
.3 Contract Agreements .3 Inspections and audits .3 Project management
plan updates
.4 Approved change
requests
.4 Performance reporting .4 Project documents
updates
.5 Work Performance
reports
.5 Payment systems .5 Organizational
process assets updates
.6 Work performance
information Data
.6 Claims administration Procurement
documentation
.7 Records management
system
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12.4 Close Procurements ITTO
93 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs
.1 Project
management plan
.1 Procurement audits .1 Closed
procurements
.2 Procurement
documentation
.2 Negotiated
settlements
Procurement
negotiations
.2 Organizational
Process Assets
Updates
.3 Records
management system
Chapter 13: Stakeholders Management
Stakeholders
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4th Edition 5th Edition
10.1 Identify Stakeholders 13.1 Identify Stakeholders
13.2 Plan Stakeholder Management
10.4 Manage Stakeholders Expectations
13.3 Manage Stakeholders Engagement
13.4 Control Stakeholders Engagement
Project Stakeholders Management Processes
95 PMBOK 5th Edition Changes Presentation
13.1 Identify Stakeholders ITTO
96 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs
.1 Project charter .1 Stakeholder analysis .1 Stakeholder
register
.2 Procurement
documents
.2 Expert judgment .2 Stakeholder
management strategy
.3 Enterprise
environmental factors
.3 Meetings
.4 Organizational
process assets
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13.2 Plan Stakeholders Management ITTO
97 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs
.1 Project management
plan
.1 Expert judgment .1 Stakeholder
management plan
.2 Stakeholder register .2 Meetings
.2 Project documents
updates
.4 Enterprise
environmental factors
.3 Analytical
techniques
.5 Organizational
process assets
Project charter
13.3 Manage Stakeholder Engagement ITTO
98 PMBOK 5th Edition Changes Presentation
Inputs Tools &
Techniques
Outputs
.1 Stakeholder register
management plan
.1 Communication
methods
.1 Issue Log
.2 Project management
plan Communications
management plan
.2 Interpersonal
skills
.2 Change requests
.3 Change log .3 Management
skills
.3 Project
management plan
updates
.4 Organizational process
assets
.4 Project document
updates
.Stakeholder
management strategy
.5 Organizational
process assets updates
. Issue log
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13.4 Control Stakeholder Engagement ITTO
99 PMBOK 5th Edition Changes Presentation
Inputs Tools & Techniques Outputs
.1 Project management
plan
.1 Information
management systems
.1 Work performance
information
.2 Issue log .2 Expert Judgment .2 Change requests
.3 Work Performance
data
.3 Meetings .3 Project
management plan
updates
.4 Project documents
4 Project document
updates
.5 OPAs Updates
The End
Q & A
100 PMBOK 5th Edition Changes Presentation
Thanks and Good Luck