9-22-21

A Guide to the Project Management Body of Knowledge

(The PMBOK® Guide)
Published by the Project Management Institute
(A book review by R. Max Wideman, FPMI)
The views expressed in this article are strictly those of Max Wideman.
The contents of the book under review are the copyright property of the Project Management Institute.
Published here November 2021
Introduction
®
This "book" A Guide to the Project Management Body of Knowledge (PMBOK Guide) is in fact the
second part of the dual publication – the all in one, which was first introduced with Book [A] last month.
This second part, which I refer to as Book [B], is much larger than Book [A] and, according to the cover
of the whole dual publication, is the Seventh Edition. Also, as I noted last month, this Book [B] has its
own Table of Contents, its own separate set of page numbers and its own bright red cover page.

So, here are my Book Review comments on Book [B]: A Guide to the Project Management Body of
Knowledge, otherwise referred to as the PMBOK Guide or just The Guide.

Since the publication's cover pronounces this Guide as the Seventh Edition, it is clear that it is intended
as a replacement of all previous editions. The total number of pages of this Guide, including various
appendices and index, etc., is 274 pages. This is a welcome change from previous guides that carried
some 900 pages. To achieve this, Book [B] has been completely rewritten, but on substantially different
subject matter. I will discuss more on this travesty later.

As the Introduction tells us:1

"This section describes important information about A Guide to the Project Management
®
Body of Knowledge (PMBOK Guide) – Seventh Edition. It describes the relationships of
® ®
the PMBOK Guide to The Standard for Project Management,2 changes to the PMBOK
Guide, the relationship to PMIstandards+TM (PMI's digital platform for standards), and
provides a brief overview of the content.
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1.1 STRUCTURE OF THE PMBOK GUIDE
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In addition to this introduction, this edition of the PMBOK GUIDE contains three
sections:
Ø Section 2 Project Performance Domains. This section identified and describes
eight project performance domains that form an integrated system to enable
successful delivery of the project and intended outcomes.
Ø Section 3 Tailoring. This section describes what tailoring is, and presents an
overview of what to tailor and how to go about tailoring individual projects.
Ø Section 4 Models, Methods, and Artifacts. This section presents a brief
description of commonly used models, methods, and artifacts. These models
illustrate the range of options that project teams can use to produce deliverables,
organize work, and enable communication and collaboration."
The text in this Introduction goes on to comment:3
"The work in the Project Performance Domains is guided by the principles of project
management."

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And
"[These principles] provide guidance for the behavior of people involved in projects as
they influence and shape the performance domains to produce the intended outcomes.
While there is conceptual overlap between the principles and performance domains, the
principles guide behavior, while the performance domains present broad areas of focus in
which to demonstrate that behavior."
The reader is then presented with "Figure 1-1: Relationship between Project Management Principles and
Project Performance Domains."4 In this illustration, twelve PM Principles ranging from "Be a diligent,
respectful and caring steward" to "Enable change to achieve the envisioned future state" are shown as
being collected by a large red arrow marked "Guide Behavior". This arrow feeds into an array of eight
"Project Performance Domains" ranging from "Stakeholders" to "Project Work",5 see Figure 1 below.

Figure 1: Relationship between Project Management Principles

and Project Performance Domains

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Next, under the heading: "1.3 CHANGES TO THE PMBOK GUIDE"6 we learn that:
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"This edition of the PMBOK Guide focuses on delivering outcomes regardless of the
®
approach used by the project team. However, project practitioners using the PMBOK
Guide also benefit from some level of understanding of how to deliver projects."
Is it not "the approach" that the Guide is supposed to be all about? But wait, I am getting ahead of
myself.

About the authors

The contributors to this edition were no doubt many and various. However, the actual writers of this
book [B] are not separately identified from the list of around 770 contributing volunteers and the 7 staff
who were responsible for putting the two books together. Indeed, one is left wondering who is
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responsible for this massive shift away from the content of previous PMBOK Guides.

Book [B] Structure

The contents of this Book [B], are set out in four chapters, each of which are subdivided into Sections
that in turn are further divided into sub-sub sections and often beyond. The Table of Contents is not
found within Book [B] as might be expected but instead as a follow on to the Table of Contents at the
beginning of Book [A]. The chapters and top-level sections are as follows:

Chapter 1 Introduction
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1.1 Structure of the PMBOK Guide
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1.2 Relationship of the PMBOK Guide and the Standard for Project Management
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1.3 Changes to the PMBOK Guide
1.4 Relationship to PMIstandards+7
Chapter 2 Project Performance Domains
2.1 Stakeholder performance domain (with 8 further subsections)
2.2 Team Performance Domain (with 14 further subsections)
2.3 Development approach and life cycle performance domain (with 10 subsections)
2.4 Planning performance domain (with 15 subsections)
2.5 Project work performance domain (with 10 subsections)
2.6 Delivery performance domain (with 13 subsections)
2.7 Measurement performance domain (with 19 subsections)
2.8 Uncertainty performance domain (with 13 subsections)
Chapter 3 Tailoring
3.1 Overview
3.2 Why tailor?
3.3 What to tailor (with 5 subsections)
3.4 The tailoring process (with 7 subsections)
3.5 Tailoring the performance domains (with 8 subsections)
3.6 Diagnostics
3.7 Summary
Chapter 4 Models, Methods and Artifacts
4.1 Overview
4.2 Commonly used models (with 30 subsections)
4.3 Models applied across performance domains

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4.4 Commonly used methods (with 4 subsections)
4.5 Methods applied across performance domains
4.6 Commonly used artifacts (with 9 subsections)
4.7 Artifacts applied across performance domains.

Section 4.7 has but one paragraph starting with the observation that "Different artifacts are more likely
to be useful in different performance domains."8 This paragraph is followed by 3 pages of Table 4-3 that
attempt to show the "Mapping of Artifacts likely to be used in Each Performance Domain".

This Book [B] has a total of 196 pages, excluding the subsequent Appendices. The publication as a
whole has 5 Appendices and a Glossary. Interestingly, the first "Appendix X1" has 10 pages listing over
770 PMI contributors and reviewers. Of these, 14 are specifically listed as having input into shaping the
content of the Standards and/or the Guide.9

What we liked
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This Book [B] called "PMBOK Guide" certainly presents a lot of good advice regarding appropriate
individual performance or behavior. This advice should be especially helpful to anyone engaged in any
work that involves extensive communications, whether electronic or otherwise. In fact, the Introduction
in Chapter 1 of this Book [B] describes the structure of its Chapter 2, the largest chapter in the Book, as
follows: 10
"This section identifies and describes eight project performance domains that form an
integrated system to enable delivery of the project and intended outcomes."
That's good to know.

In a graphical representation,11 it makes clear that twelve "Principles of Project Management"12 are
behavioral expectations. This "Guide Behavior" feeds into 8 Performance Domains as listed under
Chapter 2 of the Book [B] Structure presented earlier.13 These 8 Performance Domains are then
individually described at length in the 123 pages that follow. The first of these is the "Stakeholders
Performance Domain".

Prior to this publication, the term "stakeholders" often tends to be used to refer to anyone and everyone
involved in a project, which is to say both the external stakeholders and the internal team members.
However, in the graphic, "Stakeholders" and "Team" are now clearly listed separately.14 This is an
important distinction because the motivations of these two groups are frequently at odds. That is, the
stakeholders are seeking "more (outcome) for less (effort or money)" while the team is attempting to
"minimize project costs (through effectiveness and efficiency)" by keeping the actual costs within the
bounds of their budget.15

In amongst the confusion that sometimes exists within a project team, it is good to see recognized that:16
"The project manager is key in establishing and maintaining a safe, respectful,
nonjudgmental environment that allows the project team to communicate openly. One
way to accomplish this is by modeling desired behavior, such as:
Ø Transparency, Integrity, Respect, Positive discourse, Support, Courage, and
Celebrate success."
Each of which are described in detail.
Other similar good recommendations include:17

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• Creating "a high-performance project team"

• Developing Leadership Skills
• Using Critical Thinking, and
• Applying Motivation, Interpersonal Skills, Decision making, and Conflict management.

Another obvious approach is introduced as "Tailoring Leadership Styles".18 Some variables that
influence "tailoring" include:19
Ø Experience with the type of project
Ø Maturity of the project team members
Ø Organizational governance structures, and
Ø Distributed project teams.
These too are described in some detail. However, the concept of "Tailoring" is discussed at length in
Chapter 3.20

Yet another new term that is introduced to project management is the word "cadence". This term is used
in describing "Developing Approach and Life Cycle Performance Domain" as follows:
Ø "A project life cycle consisting of phases that facilitate the delivery cadence21 and
development approach required to produce the project deliverables."22
For those not familiar with this musical term, "cadence" means to end, or return to the beginning of a
piece music. However, here the term is redefined in the text as meaning: "A rhythm of activities
conducted throughout the project."23 Either way, a project is supposed to progress from beginning to end
through a series of activities that vary considerably from beginning to end, especially through
progressive phases. Indeed, that is the whole point of genuine project management.

However, while this usage may be useful in describing the process involved in a limited number of
particular types of project, personally I think this term represents an unnecessary intervention into well-
established project management terminology and practice. The use of the word "cadence" is therefore
best avoided for projects in general, and particularly in a Guide such as this.

In general, the text is well written in a clear style, even if unnecessarily verbose at times. All sections
and subsections are carefully numbered, even down to four digits or layers. They all contain good easy-
to-read content in the selected eight Project Performance Domains as listed earlier.

While the Principles that are presented may be questioned, what then follows generally represents sound
advice, which is effectively at an introductory level.

Downside

Let's be quite transparent — the title of this Book [B] is written in large letters on the cover thus:
"A Guide to the Project
Management Body of Knowledge
PMBOK® GUIDE
Seventh Edition"

Unfortunately, I argue that the contents of this Book [B] as it stands are nothing of the
sort!

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I would be inclined to stop right there, but maybe the uninitiated reader deserves at least some further
explanation. For the record, I was the initiator of the term "PMBOK" and not surprisingly, this moniker
stands for "Project Management Body of Knowledge". It was years later that PMI chose to registered the
name with an "®"24.

A little bit of history

At the 1977 Annual PMI Conference, there was a push to introduce a project management certification
program. However, it was not until 1981 that a more determined effort was made by past President
Matthew Parry and others to present to the PMI Board of the day a proposal to identify a Body of
Knowledge of Project Management. This proposal was to define such a body of knowledge that would
establish project management as a unique discipline and eventually as an independent profession.
Indeed, a substantial body of identifiable and independent body of knowledge of project management
(PMBOK) was necessary for purposes of instruction, examination and certification (i.e., Standards).25

A project was started to assemble such a knowledge resource, when it was realized that a terms of
reference was required on which to build. It is worth noting the answers that followed, namely:
Objective: to establish a systematic model/framework/structure for a PMBOK
Purpose: To organize and classify
To integrate
To correlate
To store and retrieve
To build on what we have
Characteristics: - Simple
- Logical
- Saleable
- Comprehensive
- Compatible
- Systematic
- Understandable

Based on these criteria, there emerged a consensus that a number of uniquely distinct special skills or
performance domains existed. This was hardly surprising because at the time a number of competing
organizations were eying the possibility of adding some basic material on project management as a
sideline to their existing turf. Consequently, the members of PMI at the time had to tread very carefully
to ensure that their selection of content did not obviously tread on anyone else's toes.
This study and development of content resulted in the following body of knowledge content:
The Framework — a discussion of life cycles and the typical activities encountered in each of
four phases
Scope Management — consisting of six elements
Quality Management — consisting of eleven elements
Time Management — consisting of four top elements divided into seventeen sub-elements
Cost Management — consisting of four elements
Risk Management — consisting of two elements subdivided into ten sub-elements
Human Resource Management — consisting of two elements divided into six sub-elements
Contract/Procurement Management — consisting of six elements, and
Communications Management — consisting of five elements

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Each of these chapters in the original PMBOK document included a Glossary of Terms that is specific to
each of their respective domains. A reprint of that document is available from
http://www.maxwideman.com/PMBOK1987reborn/intro.htm

It is very important to note here that each of these topics listed is specific to project management
alone, but not specific to any particular industry. It is also important to note that each of these topics
require specific skill sets resulting in technical "specialties" in each of the performance domains listed.

Since the publication of the original PMBOK document in 1987, only two additional specialties have
been added, namely: Project Integration and Stakeholder Management.

Conclusion

By comparing the Table of Contents of Book [B] to the original PMBOK 1987, it is clear that a lot of
extraneous detail of a behavioral nature has been included, and a lot of important material
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identifying specific skill sets has been omitted. In short, the latest so-called PMBOK Guide follows a
completely different theme of advocating behavior, rather than addressing the foundational basics of
professional project management as originally intended.

In short, to avoid total confusion of the PMI membership, A Guide to the Project
Management Body of Knowledge – Seventh Edition as it stands should be officially
withdrawn and republished under a more appropriate title.

R. Max Wideman
Fellow, PMI

1 ®
A Guide to the Project Management Body of Knowledge (The PMBOK Guide), published by the Project
Management Institute, Inc., PA, 2021, Book [B] pB3.
2
Namely Book [A] as described last month.
3
Ibid, The Guide pB4
4
Ibid, pB5
5
Ibid, Duly elaborated in Chapter 2
6
Ibid, pB6
7
Ibid PMI's digital content platform
8
Ibid, p192
9
Ibid, pB197
10
Ibid, pB3
11
Ibid, pB5 Figure 1-1. Relationship between Project Management Principles and Project Performance Domains.
12
Ibid, The 12 "Principles" shown in the Figure 1-1 are collectively summarized as "Guide Behavior" that feed into
8 "Project Performance Domains".
13
Ibid, in the graphic, 8 "Project Performance Domains" are identified.
14
Ibid, pB7
15
Ibid, Well that's the theory anyway. Regrettably, on many projects conducted internally in an organization and
using internal payroll people, these costs are not really seriously accounted for.
16
Ibid, pB20-21
17
Ibid, pB22-B29
18
Ibid, pB29
19
Ibid, pB30
20
Ibid, pB131-B152
21
Ibid, emphasis added.

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22
Ibid, pB32
23
Ibid, pB33
24
This was done without my permission. When I found out and raised this with the PMI staff at the time, they said
it was too late to change.
25
A more complete history may be found in the publication; "Project Management Body of Knowledge (PMBOK)
of the Project Management Institute, 1987. It was approved by the PMI Board in March 1987 and published
shortly thereafter. See page 0-1

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