ASPE

PMP and PMBOK are registered marks of Project Management Institute, Inc.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –

Fifth Edition, Project Management Institute, Inc., 2013

Major Areas of Change

• Rules for Handling Inputs, Tools and Techniques, and Outputs

• Established Rules for Ensuring Harmonization Between Glossary Terms and the PMI Lexicon of Project Management Terms

• Project Management Plan and Its Subsidiary Plans

• Consistency in Handling Project Management Work Execution Data and Information Flow

Rules for Handling Inputs, Tools and Techniques, and Outputs (ITTOs)

• ITTO Fundamental Rules• Project Document Rules• Project Management Plan Rules• EEF/OPA Referencing Rule for Process

Inputs• Other Consistency Rules• Sequencing Rules

ITTO Fundamental Rules

• Inputs are key to the process• Outputs map to another process as an

input (unless terminal)• Inputs map as outputs from another

process (unless from outside project)

Project Document rules

• If input is major project document, specifically listed out

• If output is specific project document, on the list the first time. Subsequently listed as “project document update”

Project Management Plan Rules

• If subsidiary plans and baselines from the project management plan are major inputs, specifically listed out

• On the output list subsidiary plans and baselines are groups as a single output as “project management plan updates”

• Planning processes that create a subsidiary plan , project management plan listed as key input

• For control processes “project management plan” used rather than specific subsidiary plan. Output is “project management plan updates”

EEF/OPA Referencing Rule for Process Inputs

• When referencing EEFs or OPAs, “Described in Section” 2.1.4 or 2.1.5

Other Consistency Rules

• Rename “project document update” and organizational process asset updates” to “project documents updates” and “organizational process assets updates”

Sequencing Rules

• For inputs and outputs, plans, subsidiary plans, and baselines are listed first– Project management plan first, then subsidiary plans, than baseline– When plans are major output, always first

• Work performance data/information/reports listed before EEF• EEFs and OPAs listed last in that order• Meetings listed last for Tools and Techniques• Updates as output are listed in sequence

– Project management plan/subsidiary plan updates– Project document updates– EEF updates– OPA updates

Plan Schedule Management

• Inputs– Project Management Plan (listed first)– Project Charter– Enterprise Environmental Factors* (listed next

to last)– Organizational Process Assets* (listed last)

*Already Discussed

Identify Stakeholders

• Tools and Techniques– Stakeholder Analysis– Expert Judgment– Meetings (listed last)

Established Rules for Ensuring Harmonization Between Glossary

Terms and the PMI Lexicon of Project Management Terms

• PMI Lexicon takes precedence

Project Management Plan and Its Subsidiary Plans

• New processes for creation of subsidiary plans– Scope– Time– Cost

Knowledge Area: Scope Management

InitiatingProcess Group

Process: Plan Scope Management

PlanningProcess Group

“Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.”

‐ PMBOK® Guide

Knowledge Area: Time Management

InitiatingProcess Group

Process: Plan Schedule Management

PlanningProcess Group

“The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the projectschedule.”

‐ PMBOK® Guide

Knowledge Area: Cost Management

InitiatingProcess Group

Process: Plan Cost Management

PlanningProcess Group

“Plan Cost Management – The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs.”

‐ PMBOK® Guide

Consistency in Handling Project Management Work Execution Data

and Information Flow• Work Performance Data – Raw

observations and measurements• Work Performance Information –

Analyzed performance data• Work Performance Reports – physical or

electronic representation of work performance information – for decision-making, etc.

Other Areas of Change

• Section I – Introduction – harmonized with Standard for Program Management

• Section 2 – Project Life Cycle and Organization – reorganized for better content flow

• Section 3 – Project Management Processes for a Project – Made an Annex

• Section 3 – New section – introduces project management processes

• Split Section 10 into two separate sections –Communications and Stakeholder Management

Other Areas of Change

• Process Changes

IntegrationManagement

Develop Project Charter Develop Project Management Plan

Direct and Manage Project Work Monitor and Control Project WorkPerform Integrated Change Control

Close Project or Phase

Scope Management Plan Scope ManagementCollect RequirementsDefine ScopeCreate WBS

Validate ScopeControl Scope

Time Management

Plan Schedule ManagementDefine ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop Schedule

Control Schedule

Cost Management Plan Cost ManagementEstimate CostsDetermine Budget

Control Costs

Quality Management Plan Quality Management Perform Quality Assurance Control Quality

Human ResourceManagement

Plan Human Resource Management

Acquire Project TeamDevelop Project TeamManage Project Team

CommunicationsManagement

Plan Communications Management

Manage Communications Control Communications

Risk Management Plan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Response

Control Risks

Procurement Management Plan Procurement Management Conduct Procurements Control Procurements Close Procurements

Stakeholder Management Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement

Control Stakeholder Engagement

PlanningInitiating Executing Monitoring & Controlling Closing

Refers to PMBOK Guide Table 3‐1, Page 61

IntegrationManagement

Develop Project Charter Develop Project Management Plan

Direct and Manage Project Work Monitor and Control Project WorkPerform Integrated Change Control

Close Project or Phase

Scope Management Plan Scope ManagementCollect RequirementsDefine ScopeCreate WBS

Validate ScopeControl Scope

Time Management

Plan Schedule ManagementDefine ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop Schedule

Control Schedule

Cost Management Plan Cost ManagementEstimate CostsDetermine Budget

Control Costs

Quality Management Plan Quality Management Perform Quality Assurance Control Quality

Human ResourceManagement

Plan Human Resource Management

Acquire Project TeamDevelop Project TeamManage Project Team

CommunicationsManagement

Plan Communications Management

Manage Communications Control Communications

Risk Management Plan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Response

Control Risks

Procurement Management Plan Procurement Management Conduct Procurements Control Procurements Close Procurements

Stakeholder Management Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement

Control Stakeholder Engagement

PlanningInitiating Executing Monitoring & Controlling Closing

Refers to PMBOK Guide Table 3‐1, Page 61

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• The Activity code for today’s presentation is WS062713A and ASPE’s REP number is 2161.

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