© 2021 Project Management Institute, Inc. All rights reserved.

PMBOK® Guide – Seventh Edition On Demand Webinars

Practitioners are faced with the need to adapt quickly due to technology enhancements and the need
for organizations to respond to rapid market changes. The PMBOK® Guide is evolving to support the
project practitioner in meeting these challenges. Below are link to past on demand events to learn more.

Standards Transformation and the PMBOK® Guide: Evolution and Revolution

At the conclusion of this session, participants will be able to: Understand concepts associated with a
principle-based and systemic view of project delivery; understand the project delivery landscape and
associated delivery approaches; and how these concepts are being incorporated in the PMBOK® Guide-
Seventh Edition.

Getting Under the Hood of the PMBOK® Guide – Seventh Edition

We’re making changes to both the Standard for Project Management and A Guide to the Project
Management Body of Knowledge (PMBOK® Guide) to reflect the range of different project approaches
and your need for flexibility. We’ve heard questions about how the 12 principles evolved for the
Standard for Project Management and how we developed the Guide to the Project Management Body
of Knowledge. We’re here to answer them.

Getting Under the Hood of the PMBOK® Guide – Seventh Edition Part 2: Understanding Changes to the
Guide
Join us for Part 2 of the "Getting Under the Hood" series to see how pending revisions to A Guide to the
Project Management Body of Knowledge are more inclusive and easier for you to use.

Getting Under the Hood of the PMBOK® Guide – Seventh Edition Part 3: More about Models, Methods
and Artifacts
Our “Getting Under the Hood” series continues with a webinar that will go deeper into the Models,
Methods and Artifacts section of the PMBOK® Guide – Seventh Edition, as well as introduce the
PMIstandards+TM digital content platform.

Getting Under the Hood of the PMBOK® Guide – Seventh Edition Part 4: Tailoring to the Needs of the
Project
Our "Getting Under the Hood" series continues with a webinar that will go deeper into tailoring section
of the PMBOK® Guide - Seventh Edition. Join us to explore considerations for tailoring to better suit the
deliverables, organization and project needs. While the tailoring of an approach to a project was
covered in various parts of the previous edition of the PMBOK® Guide, it is now more fully developed in
the guide portion of the seventh edition. In this session, you will be introduced to a tailoring framework
that you can adapt to evaluate what and when to tailor.

Getting Under the Hood of the PMBOK® Guide – Seventh Edition Part 5: A System for Value Delivery
Our “Getting Under the Hood” series continues with a webinar that explores how projects operate
within a larger system for value delivery. Value often has different meanings dependent on the mission
and vision of a given organization. The unique characteristics of projects determine the best approach
for carrying out the work of the project. The PMBOK® Guide – Seventh Edition recognizes the presence
of these interdependent and interrelated systems and provides project teams with the needed flexibility
to conduct the work of the project in a way that enables the desired outcomes from the project.
 PMBOK® Guide – Seventh Edition On Demand Webinars

Getting Under the Hood of the PMBOK® Guide – Seventh Edition Part 6: Putting it All Together
Our “Getting Under the Hood” series continues with a webinar that will explore how the standard and
the guide content work together. Over the past five webinars, we’ve walked through the different
sections in development, previewed the new PMIstandards+TM and covered value delivery. In this
session we are going to talk about how it all fits together in practice. Join Development Team members
Cyndi Dionisio, Betsy Kaufmann and Nick Clemens as they talk about how you can use information from
the draft standard and guide to drive value from your projects and for your organization.

Getting Under the Hood of the PMBOK® Guide – Seventh Edition Part 7: Forging Our Path Forward
Our “Getting Under the Hood” series continues with a webinar that will explore how different
organizational stakeholders will benefit from the forthcoming PMBOK® Guide –Seventh
Edition. Specifically, we will address the value it will provide to organizations in their journeys
towards organizational agility and as they navigate through complexity and uncertainty. Join us to learn
how various organizational stakeholders can contribute to the value stream of the organization.

Getting Under the Hood of the PMBOK® Guide - Seventh Edition Part 8: Using Critical Thinking to
Avoid Flawed Decisions
The world is changing rapidly – driven by global economic, political, demographic and technological
trends. Adapting to change requires a constant assessment and adaptation through critical thinking and
decision making. As project practitioners make decisions on their projects, they need to be aware of
inherent biases and fallacies that can lead to less-the-optimal decisions. Among these, to name a few,
are framing effect, anchoring bias, and correlation versus causation confusion. This session explores
examples of these decision fallacies and more, and shows how the PMBOK® Guide – Seventh Edition can
be useful in re-thinking the decision-making process.

Getting Under the Hood of the PMBOK® Guide – Seventh Edition Part 9: Leaning in to Change
Projects are about producing planned change, but what do you do when unplanned changes threaten
the value proposition of the very project itself? There’s good news: The draft revision of The Standard
for Project Management offers concrete guidance for project teams to be adaptable and resilient as one
of the key principles of project management. Come explore how the draft standard along with
the PMBOK® Guide – Seventh Edition help guide project teams with flexibility when project
environments are filled with uncertainty and ambiguity.

Getting Under the Hood of the PMBOK® Guide – Seventh Edition Part 10: The Difference between the
PMP® and the PMBOK® Guide
The PMP and PMBOK® Guide are two distinct PMI offerings with different development life cycles.
Understanding the similarities and differences is key to properly preparing for and using each. For
example, the PMBOK® Guide is a useful resource in preparing to take the PMP exam, but it is not the
basis for the exam - much more goes into creating the exam. Join us to better understand how the PMP
exam is developed and updated, as well as how the forthcoming PMBOK® Guide – Seventh Edition was
developed so you can realize value from both.
Information Flow in the Creation of Value

A B C

Senior Programs
Portfolios Operations
Leadership and Projects

F E D

In the Value Delivery System, each

function plays a specific role when it
comes to communication and information
flows both down and up the chain.

To help bring the concept to life, we

created the following storyboard featuring
hypothetical company WidgeCo.

Click
Clickon
onany
anycircle
circleto
tobegin
beginthe
thestory
storyand
andfollow
followitit
A
through
throughthe
theValue
ValueDelivery
DeliverySystem
Systeminformation
informationflow.
flow.

NEXT

As presented in the forthcoming The Standard for Project Management.

©2021 Project Management Institute, Inc. All rights reserved.

Information Flow in the Creation of Value

A B C

Senior Programs
Portfolios Operations
Leadership and Projects

F E D

Senior Leadership WidgeCo’s CEO and Board of

Directors set the strategy for the next three years.

A CLICK FOR MORE

NEXT

As presented in the forthcoming The Standard for Project Management.

©2021 Project Management Institute, Inc. All rights reserved.

Information Flow in the Creation of Value

A B C

Senior Programs
Portfolios Operations
Leadership and Projects

E D

E G

A Following
CLICK FOR MORE the Board meeting, the WidgeCo CEO meets
with its first line directors to present the three-year
strategy. Central to the strategy is creation of new
widget products for a very specific and yet untapped
target customer.

NEXT

As presented in the forthcoming The Standard for Project Management.

©2021 Project Management Institute, Inc. All rights reserved.

Information Flow in the Creation of Value

A B C

Senior Programs
Portfolios Operations
Leadership and Projects

F E D

Portfolios WidgeCo’s first line directors – including the

Marketing Director, Operations Director, Delivery Director
– work with senior Product Managers, Portfolio Managers,
Program Managers, and external Marketing Consultants to
define a portfolio of three digital products and one web
service to realize the company’s strategic objectives.

They use a Kanban portfolio method to prioritize the

products’ features aligning them with the target customer
as defined by the corporate strategy.

They estimate ROI (Return On Investment) and NPV (Net

Present Value) for each product and ultimately decide to
focus on the products with higher NPV value for the next
three years.

As part of the work, they also forecast the future cashflow

for WidgeCo over the next three years in an effort to
mitigate the risk of financial shortfalls as part of the
product development process.

Information about the selected widget products, their

high level scopes, benefits/outcomes in terms of planned
ROI, and risks are described inside a “Vision with Product
Roadmap” document.

B
A A
F CLICK FOR MORE NEXT

As presented in the forthcoming The Standard for Project Management.

©2021 Project Management Institute, Inc. All rights reserved.

Information Flow in the Creation of Value

A B C

Senior Programs
Portfolios Operations
Leadership and Projects

F E D

B The
CLICK FOR “Vision
MORE with Product Roadmap” is shared with Project
Managers asked to commit to the realization of the products.

B
F The
CLICK FOR “Vision
MORE with Product Roadmap” is also shared back with
the CEO.

NEXT

As presented in the forthcoming The Standard for Project Management.

©2021 Project Management Institute, Inc. All rights reserved.

Information Flow in the Creation of Value

A B C

Senior Programs
Portfolios Operations
Leadership and Projects

F E D

Programs and Projects One program is initiated. It is composed

of three projects focused on realizing the digital products and one
standalone project to realize the web service.

Project teams start to realize the selected products in an incremental

and iterative way.

C
A A
E CLICK FOR MORE

NEXT

As presented in the forthcoming The Standard for Project Management.

©2021 Project Management Institute, Inc. All rights reserved.

Information Flow in the Creation of Value

A B C

Senior Programs
Portfolios Operations
Leadership and Projects

F E D

C
B FOR
CLICK Each month,
MORE Project Teams release select information
to Operations for production and testing. For example,
documents about how to deploy the systems, how to
exercise them and Users Manuals are delivered to Operations
to inform/train the internal WidgeCo team and position them
to support the ultimate end-customers as defined in the
original strategy.

B
E Program
CLICK FOR MORE Manager and Project Managers also share the
“Value Performance report” with the portfolio team via
a dedicated internal Document Management system.

NEXT

As presented in the forthcoming The Standard for Project Management.

©2021 Project Management Institute, Inc. All rights reserved.

Information Flow in the Creation of Value

A B C

Senior Programs
Portfolios Operations
Leadership and Projects

F E D

Operations The WidgeCo operations team develops and deploys the

new widget products.

D G CLICK FOR MORE

NEXT

As presented in the forthcoming The Standard for Project Management.

©2021 Project Management Institute, Inc. All rights reserved.

Information Flow in the Creation of Value

A B C

Senior Programs
Portfolios Operations
Leadership and Projects

F E D

D FOR
CLICK AsMORE
partof the regular sharing of information, the WidgeCo
Operation Manager, as well as senior operations engineers,
meet with program and project teams to share the feedback
from the users of the widget digital and web products.

During these meetings, the combined team analyzes the

Business Value the products are realizing in terms of
Income and Costs to verify the compliance with the NPV,
ROI and Cash Flow planned in “Strategy” and “Vision with
Product Roadmap.”

Operation Managers also share the change requests coming

from the users to prioritize their implementation inside the
next releases of the products.

G AtMORE
CLICK FOR the end of each meeting Operation Managers also
send a “Value Delivered Report,” including all the gathered
information about users’ satisfaction and outcome realized,
to the CEO.

As presented in the forthcoming The Standard for Project Management.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Systems
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Systems
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency

Stewards act responsibly to carry out activities with integrity,

care, and trustworthiness while maintaining compliance with
internal and external guidelines. They demonstrate a broad
commitment to financial, social, and environmental impacts of
the projects they support.

f
Stewardship encompasses responsibilities within and external to the
organization.
f
•
Stewardship includes:

•
Integrity,

•
Care,

•
Trustworthiness, and
Compliance
f
A holistic view of stewardship considers financial, social, technical, and
sustainable environmental awareness.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Systems
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency

Project teams are made up of individuals who wield diverse

skills, knowledge, and experience. Project teams that work
collaboratively can accomplish a shared objective more
effectively and efficiently than individuals working on their own.

f
Projects are delivered by project teams.
f
Project teams work within organizational and professional cultures and
guidelines, often establishing their own “local” culture.
f
•
A collaborative project team environment facilitates:

•
Alignment with other organizational cultures and guidelines,

•
Individual and team learning and development, and
Optimal contributions to deliver desired outcomes.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Systems
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency

Engage stakeholders proactively and to the degree needed to

contribute to project success and customer satisfaction.

f
Stakeholders influence projects, performance, and outcomes.
f
Project teams serve other stakeholders by engaging with them.
f
Stakeholder engagement proactively advances value delivery.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Systems Value
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency

Continually evaluate and adjust project alignment to business

objectives and intended benefits and value.

f
Value is the ultimate indicator of project success.
f
Value can be realized throughout the project, at the end of the project, or
after the project is complete.
f
Value, and the benefits that contribute to value, can be defined in quantitative
and/or qualitative terms.
f
A focus on outcomes allows project teams to support the intended benefits
that lead to value creation.
f
Project teams evaluate progress and adapt to maximize the expect value.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Systems
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency

Recognize, evaluate, and respond to the dynamic circumstances

within and surrounding the project in a holistic way to positively
affect project performance.

f
A project is a system of interdependent and interacting domains of activity.
f
Systems thinking entails taking a holistic view of how project parts interact
with each other and with external systems.
f
Systems are constantly changing, requiring consistent attention to the
internal and external conditions.
f
Being responsive to system interactions allows project teams to leverage
positive outcomes.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Systems
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency
Leadership

Demonstrate and adapt leadership behaviors to support

individual and team needs.

f
Effective leadership promotes project success and contributes to positive
project outcomes.
f
Any project team member can demonstrate leadership behaviors.
f
Leadership is different than authority.
f
Effective leaders adapt their style to the situation.
f
Effective leaders recognize differences in motivation among project
team members.
f
Leaders demonstrate desired behavior in areas of honesty, integrity, and
ethical conduct.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Systems
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency

Design the project development approach based on the context

of the project, its objectives, stakeholders, governance, and the
environment using “just enough” process to achieve the desired
outcome while maximizing value, managing cost, and enhancing
speed.

f
Each project is unique.
f
Project success is based on adapting to the unique context of the project to
determine the most appropriate methods of producing the desired outcomes.
f
Tailoring the approach is iterative, and therefore is a continuous process
throughout the project.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Systems
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency
Quality

Maintain a focus on quality that produces deliverables that meet

project objectives and align to the needs, uses, and acceptance
requirements set forth by relevant stakeholders.

f
Project quality entails satisfying stakeholders’ expectations and fulfilling
project and product requirements.
f
Quality focuses on meeting acceptance criteria for deliverables.
f
Project quality entails ensuring project processes are appropriate and as
effective as possible.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Systems
Leadership Tailoring Quality
Thinking

Complexity

Adaptability
Complexity Risk Change
and Resiliency

Continually evaluate and navigate project complexity so that

approaches and plans enable the project team to successfully
navigate the project life cycle.

f
Complexity is the result of human behavior, system interactions, uncertainty,
and ambiguity.
f
Complexity can emerge at any point during the project.
f
Complexity can be introduced by events or conditions that affect value,
scope, communications, stakeholders, risk, and technological innovation.
f
Project teams can stay vigilant in identifying elements of complexity and use
a variety of methods to reduce the amount or impact of complexity.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Risk
Systems
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency

Continually evaluate exposure to risk, both opportunities and

threats, to maximize positive impacts and minimize negative
impacts to the project and its outcomes.

f
Individual and overall risks can impact projects.
f
Risks can be positive (opportunities) or negative (threats).
f
Risks are addressed continually throughout the project.
f
An organization’s risk attitude, appetite, and threshold influence how risk is
addressed.
f
•
Risk responses should be:

•
Appropriate for the significance of the risk,

•
Cost effective,

•
Realistic within the project context,

•
Agreed to by relevant stakeholders, and
Owned by a responsible person.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Adaptability
and
Resiliency

Systems
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency

Build adaptability and resiliency into the organization’s and project

team’s approaches to help the project accommodate change,
recover from setbacks, and advance the work of the project.

f
Adaptability is the ability to respond to changing conditions.
f
Resiliency is the ability to absorb impacts and to recover quickly from a
setback or failure.
f
A focus on outcomes rather than outputs facilitates adaptability.

©2021 Project Management Institute, Inc. All rights reserved.

12 Principles
of Project
Management

Stewardship Team Stakeholders Value

Systems
Leadership Tailoring Quality
Thinking

Adaptability
Complexity Risk Change
and Resiliency

Prepare those impacted for the adoption and sustainment of new and
different behaviors and processes required for the transition from
the current state to the intended future state created by
the project outcomes.

f
A structured approach to change helps individuals, groups, and the organization
transition from the current state to a future desired state.
f
Change can originate from internal influences or external sources.
f
Enabling change can be challenging as not all stakeholders embrace change.
f
Attempting too much change in a short time can lead to change fatigue
and/or resistance.
f
Stakeholder engagement and motivational approaches assist in change adoption.

©2021 Project Management Institute, Inc. All rights reserved.

Project
Performance
Domains
Stakeholder

Uncertainty Team

Project Development
Measurement Performance Approach &
Domains Life Cycle

Delivery Planning

Project Work

A Project Performance Domain is defined as a

group of related a
 ctivities that are critical for
the effective delivery of project outcomes.
To learn about each of the Performance Domains, click it in
the graphic wheel above to jump to how PMI defines it.

©2021 Project Management Institute, Inc. All rights reserved.

Project
Performance
Domains
Stakeholder

Uncertainty Team

Project Development
Measurement Performance Approach &
Domains Life Cycle

Delivery Planning

Project Work

The Stakeholder Performance Domain

addresses activities and functions associated
with stakeholders.
Effective stakeholder interaction contributes to successful
project outcomes. Stakeholder engagement includes
implementing strategies and actions to promote productive
involvement of stakeholders in project decision making
and implementation.

©2021 Project Management Institute, Inc. All rights reserved.

Project
Performance
Domains
Stakeholder

Uncertainty Team

Project Development
Measurement Performance Approach &
Domains Life Cycle

Delivery Planning

Project Work

The Team Performance Domain addresses

activities and functions associated with the
people who are responsible for producing
project deliverables that realize business
outcomes.
The project team is a set of individuals performing the work
of the project to achieve its objectives. An environment can
be established to support the team in evolving into a high
performance team. This includes fostering team development,
encouraging leadership behaviors from all project team
members and sharing ownership for the outcomes.

©2021 Project Management Institute, Inc. All rights reserved.

Project
Performance
Domains
Stakeholder

Uncertainty Team

Project Development
Measurement Performance Approach &
Domains Life Cycle

Delivery Planning

Project Work

The Development Approach & Life Cycle

Performance Domain addresses activities and
functions associated with the development
approach, cadence and life cycle phases of
the project.
The project deliverables determine the most appropriate
development approach such as a predictive, adaptive, or
hybrid approach. The deliverables and the development
approach influence the number and cadence for project
deliveries. The development approach and delivery cadence
influence the project life cycle and its phases.

©2021 Project Management Institute, Inc. All rights reserved.

Project
Performance
Domains
Stakeholder

Uncertainty Team

Project Development
Measurement Performance Approach &
Domains Life Cycle

Delivery Planning

Project Work

The Planning Performance Domain addresses

activities and functions associated with the
initial, ongoing, and evolving organization and
coordination necessary for delivering project
deliverables and outcomes.
Planning organizes, elaborates, and coordinates work
throughout the project. Planning takes place up front and
throughout the project. The amount, timing, and frequency
varies depending on the product, development approach,
environment, and stakeholders.

©2021 Project Management Institute, Inc. All rights reserved.

Project
Performance
Domains
Stakeholder

Uncertainty Team

Project Development
Measurement Performance Approach &
Domains Life Cycle

Delivery Planning

Project Work

The Project Work Performance Domain

addresses activities and functions associated
with establishing project processes, managing
physical resources, and fostering a learning
environment.
Project work is associated with establishing the processes
and performing the work to enable the project team to
deliver the expected value and outcomes. Project work
includes communication, engagement, managing physical
resources, procurements and other work to keep project
operations running smoothly.

©2021 Project Management Institute, Inc. All rights reserved.

Project
Performance
Domains
Stakeholder

Uncertainty Team

Project Development
Measurement Performance Approach &
Domains Life Cycle

Delivery Planning

Project Work

The Delivery Performance Domain addresses

activities and functions associated with
delivering the scope and quality that the
project was undertaken to achieve.
Projects support strategy execution and advancing business
objectives. Project delivery focuses on meeting requirements,
scope, and quality expectations to deliver the expected
outputs that will drive intended outcomes. Projects provide
business value by developing new products or services, solving
problems, or fixing things that were defective or sub-optimal.
Projects may use a delivery approach that supports releasing
deliverables throughout the project life cycle, at specific
points, or at the end of the project. Business value often
continues to be captured long after the project has ended.

©2021 Project Management Institute, Inc. All rights reserved.

Project
Performance
Domains
Stakeholder

Uncertainty Team

Project Development
Measurement Performance Approach &
Domains Life Cycle

Delivery Planning

Project Work

The Measurement Performance Domain

addresses activities and functions associated
with assessing project performance and
taking appropriate actions to maintain
acceptable performance.
Measurement involves assessing project performance and
implementing appropriate responses to maintain optimal
performance. The Measurement Performance Domain
evaluates the degree to which the project deliveries
and performance are meeting the intended outcomes.
Having timely and accurate information about delivery and
performance allows the team to learn and determine the
appropriate action to take to address current or expected
variances from the desired performance.

©2021 Project Management Institute, Inc. All rights reserved.

Project
Performance
Domains
Stakeholder

Uncertainty Team

Project Development
Measurement Performance Approach &
Domains Life Cycle

Delivery Planning

Project Work

The Uncertainty Performance Domain

addresses activities and functions associated
with risk and uncertainty.
Projects exist in environments with varying degrees of
uncertainty, and uncertainty presents threats and
opportunities that project teams explore and assess and then
decide how to handle. Uncertainty, in the broadest sense, is
a state of not knowing or unpredictability. There are many
nuances to uncertainty, such as: risk associated with not
knowing future events, ambiguity associated with not being
aware of current or future conditions, complexity associated
with dynamic systems with unpredictable outcomes, and
many others.

©2021 Project Management Institute, Inc. All rights reserved.

Tailoring Process as Outlined in the PMBOK® Guide – Seventh Edition

1 2 3 4
Select Initial Tailor for Tailor for Implement
Development Organization Project Ongoing
Approach Improvement

Choose a Modify based on Adjust based on Inspect and adapt

development organizational size, criticality,
approach best requirements and other
suited to the factors
endeavor

©2021 Project Management Institute, Inc. All rights reserved. 1

Tailoring Process as Outlined in the PMBOK® Guide – Seventh Edition

1 2 3 4
Select Initial Tailor for Tailor for Implement
Development Organization Project Ongoing
Approach Improvement

©2021 Project Management Institute, Inc. All rights reserved. 2

Tailoring Process as Outlined in the PMBOK® Guide – Seventh Edition

1 2 3 4
Select Initial Tailor for Tailor for Implement
Development Organization Project Ongoing
Approach Improvement

Choose a development approach

best suited to the endeavor

SELECT:
• Predictive
• Adaptive
• Hybrid

©2021 Project Management Institute, Inc. All rights reserved. 3

Tailoring Process as Outlined in the PMBOK® Guide – Seventh Edition

1 2 3 4
Select Initial Tailor for Tailor for Implement
Development Organization Project Ongoing
Approach Improvement

Modify based on
organizational requirements

CONSIDER:
• Governance
• Key reviews
• Quality assurance
• Policy compliance
• PMO or VDO approval

©2021 Project Management Institute, Inc. All rights reserved. 4

Tailoring Process as Outlined in the PMBOK® Guide – Seventh Edition

1 2 3 4
Select Initial Tailor for Tailor for Implement
Development Organization Project Ongoing
Approach Improvement

Adjust based on size,

criticality, and other factors

CONSIDER ADJUSTING YOUR

APPROACH:
• Adding aspects
• Removing aspects
• Modifying aspects

©2021 Project Management Institute, Inc. All rights reserved. 5

Tailoring Process as Outlined in the PMBOK® Guide – Seventh Edition

1 2 3 4
Select Initial Tailor for Tailor for Implement
Development Organization Project Ongoing
Approach Improvement

Inspect and adapt

CONSIDER:
• Efficiency improvements
• Changes
• Retrospectives
• Lessons learned

©2021 Project Management Institute, Inc. All rights reserved. 6

Tailoring Process as Outlined in the PMBOK® Guide – Seventh Edition

1 2 3 4
Select Initial Tailor for Tailor for Implement
Development Organization Project Ongoing
Approach Improvement

Choose a development approach Modify based on Adjust based on size, Inspect and adapt
best suited to the endeavor organizational requirements criticality, and other factors

SELECT: CONSIDER: CONSIDER ADJUSTING YOUR CONSIDER:

APPROACH:
• Predictive • Governance • Efficiency improvements
• Adaptive • Key reviews • Adding aspects • Changes
• Hybrid • Quality assurance • Removing aspects • Retrospectives
• Policy compliance • Modifying aspects • Lessons learned
• PMO or VDO approval

©2021 Project Management Institute, Inc. All rights reserved. 7

Models,
Methods
& Artifacts Models

Options
for Enabling
Outcome

Artifacts Methods

A new section in the guide lists common models,

methods and artifacts available to project
practitioners. This new section provides a brief
description and maps each model, method and artifact
to one or more of the project performance domains
where it might be most applicable or useful.

• A model describes a thinking strategy to explain a process,

framework or phenomenon.

• A method is the means for achieving an outcome, result or

project deliverable.

• An artifact is a template, document, output or project deliverable.

©2021 Project Management Institute, Inc. All rights reserved.

Models,
Methods
& Artifacts Models

Options
for Enabling
Outcome

Artifacts Methods

Sample Models Include:

• Process Groups

• ADKAR®

• Situational Leadership®

• Cynefin Framework

• Tuckman Ladder

• Theory of Needs

©2021 Project Management Institute, Inc. All rights reserved.

Models,
Methods
& Artifacts Models

Options
for Enabling
Outcome

Artifacts Methods

Sample Methods Include:

• Probability and Impact Matrix

• Lessons Learned

• Project Closeout

• Story Point Estimation

• Net Promoter Score

• Wideband Delphi

©2021 Project Management Institute, Inc. All rights reserved.

Models,
Methods
& Artifacts Models

Options
for Enabling
Outcome

Artifacts Methods

Sample Artifacts Include:

• Project Charter

• Risk Register

• Stakeholder Engagement Plan

• Prioritization Matrix

• User Story

• Value Stream Map

©2021 Project Management Institute, Inc. All rights reserved.