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COMMONLYUSEDMODELS

The document outlines key feedback for the PMBOK® Guide, emphasizing the need to maintain its credibility, improve readability, and adapt to stakeholder needs while recognizing the value of previous editions. It discusses the evolution of the PMBOK® Guide from a process-based to a principles-based standard to better reflect the rapidly changing project management landscape. Additionally, it highlights a systems view of project management that focuses on value delivery and outcomes rather than just outputs.

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Rakesh Prasad
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4 views

COMMONLYUSEDMODELS

The document outlines key feedback for the PMBOK® Guide, emphasizing the need to maintain its credibility, improve readability, and adapt to stakeholder needs while recognizing the value of previous editions. It discusses the evolution of the PMBOK® Guide from a process-based to a principles-based standard to better reflect the rapidly changing project management landscape. Additionally, it highlights a systems view of project management that focuses on value delivery and outcomes rather than just outputs.

Uploaded by

Rakesh Prasad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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The feedback and inputs collectively emphasized four key points:

▶ Maintain and enhance the credibility and relevance of the PMBOK® Guide.
▶ Improve the readability and usefulness of the PMBOK® Guide while avoiding overstuffing
it with new content.
▶ Sense stakeholder information and content needs and provide vetted supplemental
content supporting practical application.
▶ Recognize that there is continued value for some stakeholders in the structure and content
of previous editions so that any shifts enhance without negating that value.

SUSTAIN IN G T H E RE L E VAN C E O F T HE P M B O K ® G U I DE
Since its inception as the Project Management Body of Knowledge (PMBOK) in 1987, A Guide to the
Project Management Body of Knowledge (PMBOK® Guide) has evolved while recognizing that fundamental
elements of project management endure. Its evolution has not just involved an increase in the page
count, it has also involved significant and substantive changes in the nature of the content. A sampling
of some of those key changes is reflected in the following table:

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Evolution of Key Changes in the PMBOK® Guide

PMBOK® Guide Key Evolutionary Changes


Edition
1996 • Distinguished as “a guide to the body of knowledge,” rather than the body of knowledge for project
management.
• Reflected the subset of the project management body of knowledge that is “generally accepted,”
meaning applicable to most projects most of the time with widespread consensus that practices have
value and usefulness.
• Defined project management as “the application of knowledge, skills, tools, and techniques to project
activities in order to meet or exceed stakeholder needs and expectations [emphasis added] from
a project.”
• Specific decision to shift to a process-based standard driven by a desire to show interactions among
Knowledge Areas; create a robust and flexible structure; and recognize that ISO and other standards
organizations were establishing process-based standards.

Third (2004) • First edition to incorporate the “ANSI Standard” logo on the cover.
• First edition to formally designate The Standard for Project Management of a Project separate and
distinct from the Project Management Framework and Body of Knowledge.
• Included material “generally recognized as good practice on most projects most of the time.”
• Defined project management as “the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.”

Sixth (2017) • First edition to make a distinct separation between the ANSI standard and the guide.
• First time “agile” content is incorporated into the text, not just referenced in examples.
• Expansion of Knowledge Area front material, including key concepts, trends and emerging practices,
tailoring considerations, and considerations for agile/adaptive environments.

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Like previous editions of The Standard for Project Management and the PMBOK® Guide, this
edition recognizes that the project management landscape continues to evolve and adapt. Over the
past 10 years alone, the advancement of software into all types of products, services, and solutions
has grown exponentially. What software can enable continues to change as artificial intelligence,
cloud-based capabilities, and new business models drive innovation and new ways of working.
Transformed organizational models have yielded new project work and team structures, the need
for a broad range of approaches to project and product delivery, and a stronger focus on outcomes
rather than deliverables. Individual contributors can join project teams from anywhere in the world,
serve in a broader array of roles, and enable new ways of thinking and working collaboratively.
These changes and more have created this opportunity to reconsider perspectives to support the
continued evolution of The Standard for Project Management and the PMBOK® Guide.

SUMMARY O F C H AN GE S
Since 1987, The Standard for Project Management has represented a process-based standard.
The Standard for Project Management included in the PMBOK® Guide aligned the project management
discipline and function around a collection of business processes. Those business processes enabled
consistent and predictable practices:
▶ That could be documented;
▶ Through which performance against the processes could be assessed; and
▶ Through which improvements to the process could be made to maximize efficiency
and minimize threats.

While effective in supporting good practice, process-based standards are prescriptive by their
very nature. With project management evolving more rapidly than ever before, the process-based
orientation of past editions cannot be maintained in a manner conducive to reflecting the full value
delivery landscape. Therefore, this edition shifts to a principles-based standard to support effective
project management and to focus more on intended outcomes rather than deliverables.

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A global community of practitioners from different industries and organizations, in different
roles, and working on different types of projects have developed and/or provided feedback on drafts
of the standard as it has evolved for this edition. In addition, the PMBOK® Guide – Seventh Edition
coleaders and staff reviewed other bodies of knowledge and works focused on project management
to identify principle concepts embedded in those texts. These combined efforts showed strong
alignment and supported the validation that the guiding principles in this edition of the standard
apply across the spectrum of project management.

To date, the global project management community has embraced the shift of this standard
toward a set of principle statements. The principle statements capture and summarize generally
accepted objectives for the practice of project management and its core functions. The principle
statements provide broad parameters within which project teams can operate and offer many ways
to remain aligned with the intent of the principles.

Using these principle statements, PMI can reflect effective management of projects across the
full value delivery landscape: predictive to adaptive and everything in between. This principles-based
approach is also consistent with the evolution of The Standard for Program Management (Third and
Fourth Editions) and The Standard for Portfolio Management – Fourth Edition. The Standard for Risk
Management in Portfolios, Programs, and Projects and Benefits Realization Management: A Practice Guide
represent new standard products intentionally developed with a principles-based focus by global
teams of subject matter experts.

Nothing in this edition of The Standard for Project Management or A Guide to the Project
Management Body of Knowledge negates alignment with the process-based approach of past
editions. Many organizations and practitioners continue to find that approach useful for guiding
their project management capabilities, aligning their methodologies, and evaluating their project
management capabilities. That approach remains relevant in the context of this new edition.

Another significant change with this edition of the PMBOK® Guide is a systems view of project
management. This shift begins with a systems view of value delivery as part of The Standard for
Project Management and continues with the presentation of the PMBOK® Guide content. A systems
focus for value delivery changes the perspective from one of governing portfolios, programs, and
projects to focusing on the value chain that links those and other business capabilities to advancing
organizational strategy, value, and business objectives. In the context of project management,
The Standard for Project Management and the PMBOK® Guide emphasize that projects do not simply
produce outputs, but more importantly, enable those outputs to drive outcomes that ultimately
deliver value to the organization and its stakeholders.

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