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

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

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 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

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 () and Activity on Arrow (AOA) are removed. – Due to Computer ed 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 (TI) 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)

© 2009 PMI Pune-Deccan India Chapter

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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 istration

ister 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 (F) or Cost-Plus-Percentage of Cost (PC) 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

© 2009 PMI Pune-Deccan India Chapter

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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 ing Score : Unlike the previous exam change cycle, it appears there will be no changes to the eligibility criteria, the application process or the ing 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 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 istrative 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

Gracias Spanish

®

Shantanu Bhamare, PMP , MBA Email : [email protected] LinkedIn : http://www.linkedin.com/in/sbhamare Blog : http://sbhamare.blogspot.com/ Obrigado Traditional Chinese

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Danke Korean Simplified Chinese

Arabic

Grazie Italian

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Merci French

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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 d 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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