Old Wine in a New Bottle - Knowledge Century · 3 Topics for Discussion PMI Foundational Standards Top 10 changes from the Third Edition to the Fourth Edition of the PMBOK® Guide
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Old Wine in A New Bottle?Old Wine in A New Bottle?Overview of PMBOK® Guide Overview of PMBOK® Guide ——Fourth EditionFourth Edition
Kevin Chui
Principal Consultant
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Copyright NoticeCopyright Notice
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THIS DOCUMENT CONTAINS PROPRIETARY INFORMATION, WHICH IS PROTECTED BY COPYRIGHT. ALL RIGHTS RESERVED. NO PART OF THIS DOCUMENT MAY BE REPRODUCED OR TRANSMITTED IN ANY FORM OR BY ANY MEANS, ELECTRONIC, MANUAL, PHOTOCOPYING, RECORDING, OR BY ANY INFORMATION STORAGE AND RETRIEVAL SYSTEM, OR TRANSLATED TO ANOTHER LANGUAGE WITHOUT THE PRIOR CONSENT OF THE COPYRIGHT OWNER PROJECT MANAGEMENT INSTITUTE AND KNOWLEDGE CENTURY LIMITED.
PMI, PMP, PMBOK ARE SERVICE AND TRADEMARKS OF THE PROJECT MANAGEMENT INSTITUTE REGISTERED IN THE UNITED STATES AND OTHER NATIONS.
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Topics for DiscussionTopics for Discussion
PMI Foundational StandardsTop 10 changes from the Third Edition to the Fourth Edition of the PMBOK® GuideChapter by Chapter OverviewComments
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Good Practices in use today in Projects, Programs, or Portfolios
Organizational Best Practices
PMI Foundational StandardsPMI Foundational Standards
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Harmonization of PMI StandardsHarmonization of PMI Standards
Simultaneous roll-out of the following:A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth EditionThe Standard for Program Management—Second EditionThe Standard for Portfolio Management—Second EditionOPM3®—Second Edition
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PMBOK® GuidePMBOK® Guide——Fourth EditionFourth Edition
PMBOK® Guide—Fourth Edition represents generally recognized good practice in the profession of project management.
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PMBOK® GuidePMBOK® Guide——Fourth Edition: Top Fourth Edition: Top Ten ChangesTen Changes
Control ScheduleSchedule Control
Estimate Activity ResourcesActivity Resource Estimating
Define ActivitiesActivity Definition
Sequence ActivitiesActivity Sequencing
Develop ScheduleSchedule Development
Estimate Activity DurationsActivity Duration Estimating
PMBOK® Guide—Third Edition
PMBOK® Guide—Fourth Edition
1. All process names are in a verb‐noun format
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PMBOK® GuidePMBOK® Guide——Fourth Edition: Top Fourth Edition: Top Ten ChangesTen Changes
2. A standard approach to discussing Enterprise Environmental Factors and Organizational Process Assets was employed.
Example of the new format:The following Enterprise Environmental Factors can influence the [xyz] process:
brief description of how it influences the processbrief description of how it influences the processbrief description of how it influences the process
This is not a complete list, but these factors should be considered on most projects.
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Enterprise Environmental Factors Enterprise Environmental Factors (EEF)(EEF)
Organization culture and structureGovernment or industry standards and regulationsExisting infrastructureExisting human resourcesPersonnel administrationCompany work authorization systemsMarketplace conditionsStakeholder risk tolerances
Political climateDatabases
Historical cost estimation dataRisk databaseIndustry data
Project Management Information Systems (PMIS)
An automated tool suite, groupware, a configuration management system or web based online automated systems
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Organizational Process Assets (OPA)Organizational Process Assets (OPA)
Processes and ProceduresStandards, policies, quality policies and proceduresProposal evaluation criteria, performance measurement criteriaTemplatesCommunication requirementsProject closure guidelinesFinancial control proceduresIssue and defect managementChange control proceduresRisk control procedures
Corporate Knowledge BaseProcess measurement databaseProject filesHistorical information and lessons learned knowledge baseIssue and defect management databasesConfiguration management knowledge basesFinancial databases
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PMBOK® GuidePMBOK® Guide——Fourth Edition: Top Fourth Edition: Top Ten ChangesTen Changes
3. Change requests clarified
Change requests now include:Change requestsCorrective actionPreventive actionDefect repair
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The Old “Direct and Manage Project The Old “Direct and Manage Project Execution” Process (Third Edition)Execution” Process (Third Edition)
Project management methodologyProject management information system (PMIS)
Tools & Techniques
Project management planApproved
Corrective actionsPreventive actions
Approved change requestsApproved defect repairValidated defect repairAdministrative closure procedure
Inputs
DeliverablesRequested changesImplemented change requestsImplemented
Corrective actionsPreventive actions
Implemented defect repairWork performance information
Outputs
4.4 Direct and Manage Project Execution
Directing the various technical and organizational interfaces that exist in the project to execute the work defined in the project management plan
139-13 v0901 All rights reserved © 2009
The New “Direct and Manage Project The New “Direct and Manage Project Execution” Process (Fourth Edition)Execution” Process (Fourth Edition)
Expert judgmentProject management information system
Tools & Techniques
Project management planApproved change requestsEnterprise environmental factorsOrganizational process assets
Inputs
DeliverablesWork performance informationChange requests Project management plan updatesProject document updates
Outputs
4.3 Direct and Manage Project Execution
Performing the work defined in the project management plan to achieve the project’s objectives.
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PMBOK® GuidePMBOK® Guide——Fourth Edition: Top Fourth Edition: Top Ten ChangesTen Changes
4. The processes decreased from 44 to 42.
Process DeletionsDevelop Preliminary Scope Statement Plan Scope
Process Additions:Identify Stakeholders Collect Requirements
Combined Processes:Plan Purchases and Acquisitions and Plan Contract to Plan ProcurementsRequest Seller Responses and Select Sellers to Conduct Procurements
Process Groups
Knowledge AreasInitiating Planning Executing Monitoring &
Controlling Closing
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Execution
4.4 Monitor and Control Project Work4.5 Perform Integrated Change Control
4.6 Close Project or Phase
5. Project Scope Management
5.1 Collect Requirements5.2 Define Scope5.3 Create WBS
5.4 Verify Scope5.5 Control Scope
6. Project Time Management
6.1 Define Activities6.2 Sequence Activities6.3 Estimate Activity Resources6.4 Estimate Activity Durations6.5 Develop Schedule
6.6 Control Schedule
7. Project Cost Management
7.1 Estimate Costs7.2 Determine Budget
7.3 Control Costs
8. Project Quality Management
8.1 Plan Quality 8.2 Perform Quality Assurance 8.3 Perform Quality Control
9. Project Human Resource Management
9.1 Develop Human Resource Plan 9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team
10. Project Communications Management
10.1 identify Stakeholders 10.2 Plan Communications 10.3 Distribute information10.4 Manage Stakeholder Expectations
10.5 Report Performance
11. Project Risk Management
11.1 Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses
11.6 Monitor and Control Risks
12. Project Procurement Management
12.1 Plan Procurements 12.2 Conduct Procurements 12.3 Administer Procurements 12.4 Close Procurements
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PMBOK® GuidePMBOK® Guide——Fourth Edition: Top Fourth Edition: Top Ten ChangesTen Changes
Project management plan
Requirements management planCommunications management planRisk management planProcurement management planScope management planSchedule management planetc.
Project documentsAssumption logChange logRisk registerDuration estimatesResource requirementsSource selection criteriaetc.
5. Project Management Plan vs. Project Documents
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PMBOK® GuidePMBOK® Guide——Fourth Edition: Top Fourth Edition: Top Ten ChangesTen Changes
Scope StatementProduct scope descriptionProject deliverablesUser acceptance criteriaProject boundariesProject constraints Project assumptions
Project CharterProject purpose or justificationMeasurable project objectives and related success criteriaHigh-level requirementsHigh-level project descriptionSummary milestone scheduleSummary budget Project approval requirementsProject Manager, responsibility and authority levelAuthorizing person
6. Project Charter vs. Project Scope Statement
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Project Charter vs. Project Scope Project Charter vs. Project Scope StatementStatement
Project Charter Project Scope Statement
Addresses business needs, justifications, key risks, strategy, and other aspects of the project, including, scope, resources, cost, and schedule at a high level
Reiterates some elements of the project charter, with particular focus on project scope boundary, and the product of the project
Concerned mainly about “why”, and also “how”, “when”, “who”, and “how much”
Explains mainly “what” the project must deliver and do
Issued by project initiator or sponsor, typically external to the project organization
Developed from information provided by the initiator or sponsor, and by the PM team
Top executives are key audience Middle layer managers are key audience
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PMBOK® GuidePMBOK® Guide——Fourth Edition: Top Fourth Edition: Top Ten ChangesTen Changes
7. Deletion of Process Flow Diagrams
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PMBOK® GuidePMBOK® Guide——Fourth Edition: Top Fourth Edition: Top Ten ChangesTen Changes
8. Addition of Data Flow Diagrams
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PMBOK® GuidePMBOK® Guide——Fourth Edition: Top Fourth Edition: Top Ten ChangesTen Changes
9. Triple constraint expanded to include quality, resources and risk
Common project constraints:ScopeQualityScheduleBudgetResourcesRisk
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PMBOK® GuidePMBOK® Guide——Fourth Edition: Top Fourth Edition: Top Ten ChangesTen Changes
10. New appendix on interpersonal skills.
Identified skills: LeadershipTeam buildingMotivationCommunicationInfluencingDecision makingPolitical and cultural awarenessNegotiation
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Interpersonal Skills (1 of 2)Interpersonal Skills (1 of 2)
Effective communication.Interacting with others, socializing and networking; Being aware of the communication styles of other parties, personalities and cultural issues.
Leadership. Management is concerned with consistently producing results that stakeholders expect. Leadership involves establishing common goal, direction and vision, aligning, motivating, and inspiring people.
Motivation. Energizing people and build up good teamwork environment; Meeting project objectives while offering maximum self-satisfaction related to what people value most.
Team Building. Building a group of individuals, bound by a common sense of purpose, to work interdependently with each other.
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Interpersonal Skills (2 of 2)Interpersonal Skills (2 of 2)
Influencing. Being persuasive and getting other to cooperate towards common goals.
Decision Making. Able to use different problem solving techniques and decision making styles (such as command, consultation, consensus and random) under different constraints to come up with the most effective decision.
Negotiation and conflict management. Resolving conflicts in scope, cost, schedule, changes, contract T&C, resources.
Political and cultural awareness. Understanding the formal and informal structures of organizations and knowledge of power and politics, and get things done; Sensitive to cultural differences.
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Chapter 1: Introduction Chapter 1: Introduction
Managing a project typically includes…..Balancing the competing project constraints including, but not limited to:
ScopeQualityScheduleBudgetResourcesRisk
The specific project will influence the constraints on which the project manager needs to focus.
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Six Competing ConstraintsSix Competing Constraints
Scope
Quality
RiskBudget
Time
Competing Constraints
Resources
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Chapter 2: Project Lifecycles and Chapter 2: Project Lifecycles and Organization Organization
Aligned with other standards
A bit more on project life cycles
More detail on types of stakeholders
New graphics
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Concepts of PhasesConcepts of Phases
Phases based on geographical regionsE.g. Implementation of a global telecommunication network
Phase 1 North America (Feb-Apr)Phase 2 EMEA (Jul-Oct)Phase 3 Asia Pacific (Oct-Dec)
Phases based on nature of workE.g. Cleaning up a hazardous waste site
Phase 1 Facility decommissioningPhase 2 Waste removal/cleanupPhase 3 Landscaping
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PhasePhase--toto--Phase RelationshipPhase Relationship
Phase 1Facility decommissioning
Phase 3 Landscaping
Phase 2 Waste removal
Sequential
Overlapping
Product Implementation Phase Marketing Phase
Iterative
Agile methodology or R&D project
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Chapter 3: Project Management Chapter 3: Project Management Processes for a Project Processes for a Project
New graphic that shows project management process interactions
New process group graphics with more emphasis on the integrating processes
Process descriptions and Input/Output tables only
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Process Process GroupsGroupsInteractionInteraction
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Chapter 4: Project Integration Chapter 4: Project Integration Management Management
Deleted Develop Preliminary Scope Statement
Removed Project Selection Method under Develop Project Charter
Clarified Develop Project Management Plan
Strengthened the importance of Expert Judgment in all integration processes
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Old “Develop Preliminary Project Old “Develop Preliminary Project Scope Statement” Process (Third Ed)Scope Statement” Process (Third Ed)
Project management methodologyProject management information system (PMIS)Expert judgment
Tools & Techniques
Project charterProject statement of workEnterprise environmental factors (EEF)Organizational process assets (OPA)
Inputs
Preliminary project scope statement
Outputs
4.2 Develop Preliminary Project Scope Statement
Producing a preliminary high-level definition of the project using the Project Charter with other inputs to the initiating processes.
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Project Selection MethodsProject Selection Methods
Project Selection methods such asBenefit measurement methods (comparative approaches, scoring models, benefit contribution, economic models, e.g. ROI, IRR);Mathematical models, e.g. linear, nonlinear, dynamic, integer, or multi-objective programming algorithms;
are completely removed.
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Project Management PlanProject Management Plan
Subsidiary plansScope management planRequirements management planSchedule management planCost management planQuality management planProcess improvement planHuman resource planCommunication management planRisk management planProcurement management plan
BaselinesSchedule baselineCost baselineScope baselineQuality baseline
Other Important TopicsLevel and results of process tailoringChange management planConfiguration management planKey management reviews
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Project Integration ManagementProject Integration Management
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Chapter 5: Project Scope Chapter 5: Project Scope Management Management
Deleted Plan Scope
Added Collect Requirements
Outputs include:Requirements management planRequirements documentationRequirements traceability matrix
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Old “Scope Planning” Process (Third Old “Scope Planning” Process (Third Edition)Edition)
Expert judgmentTemplates, forms, standards
Tools & Techniques
EEFOPAProject charterPreliminary project scope statementProject management plan
Inputs
Project scope management plan
Outputs
5.1 Scope PlanningCreating a project scope management plan that documents how the project scope will be defined, verified and controlled, and how the WBS will be created and defined
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New “Collect Requirements” Process New “Collect Requirements” Process (Fourth Edition)(Fourth Edition)
InterviewsFocus groupsFacilitated workshopsGroup creativity techniquesGroup decision making techniquesQuestionnaires and surveysObservationsPrototypes
Tools & Techniques
Project charterStakeholder register
Inputs
Requirements documentationRequirements management planRequirements traceability matrix
Outputs
5.1 Collect Requirements
Defining and documenting stakeholders’ needs to meet the project objectives.
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Project Scope ManagementProject Scope Management
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Chapter 6: Project Time Chapter 6: Project Time Management Management
Deleted Activity on Arrow (AOA)
Three point estimating includes PERT equation
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Arrow Diagramming Method (ADM)Arrow Diagramming Method (ADM)
Activity on Arrow (AOA) – Uses arrows to represent activities and connecting nodes to show dependenciesADM uses finish-to-start dependencies only and uses dummy activities to show logical relationships
A B
DE
Start
FinishF
C
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PERT EquationPERT Equation
OptimisticPessimistic
Beta Distribution
Most Likely(used in CPM)
PERT Weighted Average =TO + 4 x TM + TP
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Probability ofOccurrence
Higher
Lower
Shorter LongerPossible Durations
PERT Standard Deviation = TP - TO6
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Project Time ManagementProject Time Management
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Chapter 7: Project Cost Management Chapter 7: Project Cost Management
Three point estimating includes PERT equation
Added to-complete performance index (TCPI) to Control Cost
Greater alignment with 5.5, 6.6 and 7.3
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ThreeThree--Point EstimatesPoint Estimates
Just like duration of an activity, PERT can also be applied to cost estimation to arrive at a better estimate.
Most likely CM
Optimistic CO
Pessimistic CP
Expected value CE = CO + 4 CM + CP6
Standard deviation σ = CP – CO
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12-46 v0901 All rights reserved © 2009
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EAC = AC + (BAC – EV)(CPI x SPI)
To Complete Performance Index (TCPI)(BAC – EV)(BAC – AC) (based on BAC)(BAC – EV)(EAC – AC) (based on EAC)
New EAC Calculation and TCPINew EAC Calculation and TCPI
TCPI =
TCPI =
Work Remaining
Budget Remaining
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Project Cost ManagementProject Cost Management
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Chapter 8: Project Quality Chapter 8: Project Quality Management Management
Added more graphics
More discussion on cost of quality
Deleted quality baseline
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The Cost of QualityThe Cost of Quality
Cost of Conformance
PreventionDesign reviewsTrainingPlanningProcess studies
InspectionProduct inspectionsLab testsVendor controls
Cost of Non-Conformance
InternalScrap / reworkRepairDowntime
ExternalCustomer returnsCustomer complaintsTarnished brand name
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Project Quality ManagementProject Quality Management
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Chapter 9: Project Human Resources Chapter 9: Project Human Resources Management Management
Added information on interpersonal skillsStages of team buildingConflict managementLeadershipInfluencingDecision making
Moved Manage Project Team from monitoring and controlling to executing
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Five Stages of Team DevelopmentFive Stages of Team Development
Five stages of team development:
Forming
Storming
Norming
Performing
Adjourning
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Conflict ManagementConflict Management
Six techniques for conflict resolution:Withdrawing / AvoidingSmoothing / AccommodatingCompromisingForcingCollaboratingConfronting / Problem Solving
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Project Human Resources ManagementProject Human Resources Management
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Chapter 10: Project Communication Chapter 10: Project Communication Management Management
Added Identify Stakeholders
Outputs include:Stakeholder registerStakeholder management strategy
Changed process to Manage Stakeholder Expectations
Moved from monitoring and controlling to executing.
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Identify StakeholdersIdentify Stakeholders
Stakeholder analysisExpert judgment
Tools & Techniques
Project charterProcurement documentsEnterprise environmental factorsOrganizational process assets
Inputs
Stakeholder registerStakeholder management strategy
Outputs
10.1 Identify StakeholdersIdentifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.
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Stakeholder RegisterStakeholder Register
Identified stakeholders – Who? Role? Contact?Assessment information – Major requirements? Main expectations? Potential influence?Stakeholder classification – internal/external? Supporter/neutral/resistor? Influencer/decision maker?
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Manage Stakeholder ExpectationsManage Stakeholder Expectations
Communications methodsInterpersonal skillsManagement skills
Tools & Techniques
Stakeholder registerStakeholder management strategyProject management planIssue logChange logOrganizational process assets
Inputs
Organizational process assets updatesChange requestsProject management plan updatesProject document updates
Outputs
10.4 Manage Stakeholder Expectations
Communicating and working with stakeholders to meet their needs and addressing issues as they occur.
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Project Communication ManagementProject Communication Management
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Chapter 11: Project Risk Chapter 11: Project Risk Management Management
Minor editorial changes.
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Project Risk ManagementProject Risk Management
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Chapter 12: Project Procurement Chapter 12: Project Procurement Management Management
Went from 6 processes to 4 processes
Renamed processes to center around procurements
Discussed teaming agreements
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Old “Project Procurement Management” Old “Project Procurement Management” (Third Edition)(Third Edition)
PROJECT PROCUREMENTMANAGEMENT
12.1Plan Purchases& Acquisitions
12.2Plan Contracting
12.3Request Seller
Responses
12.4Select Sellers
12.6ContractClosure
12.5Contract
Administration
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New “Project Procurement Management” New “Project Procurement Management” (Fourth Edition)(Fourth Edition)
PROJECT PROCUREMENTMANAGEMENT
12.1Plan
Procurements
12.2Conduct
Procurements
12.3Administer
Procurements
12.4Close
Procurements
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Teaming AgreementTeaming Agreement
Legal contractual agreements to form a partnership or joint ventureThe seller may already be working under some form of interim contractWhenever in effect
Roles of buyer and seller are predetermined,Competition requirements, and other critical issues are generally predefined,Buyer and seller collectively prepare a procurement SOW to meet the requirements of the project.
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Project Procurement ManagementProject Procurement Management
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CommentsComments (1 of 2)(1 of 2)
Represents a minor incremental revision compared to previous revision.Changes I like:
Consolidation of change requests, corrective action, preventive action, and defect repair into one single “Change Requests”;Deletion of process flow diagrams, and addition of data flow diagrams;Deletion of “Develop Preliminary Project Scope Statement”;Addition of “Identify Stakeholders” and “Collect Requirements”.
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Comments (2 of 2)Comments (2 of 2)
Changes I don’t like:Too much reliance on “Expert Judgment” as tools and techniques;“Issue log” not properly highlighted, and confusion remains (input/output or tools & techniques?);Removal of Project Selection Method from project initiation;Project Communication Management chapter still stays at a very high level, not able to provide more insights regarding soft skills required.
Fifth Edition trendWill “Stakeholder Management” become a new knowledge area?
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PMBOK® GuidePMBOK® Guide——Fourth Edition: Fourth Edition: Impact on Credentials Impact on Credentials
31 August 2009PgMP®
31 August 2009PMI-RMPSM
31 August 2009PMI-SPSM
31 July 2009CAPM®
30 June 2009PMP®
Examination UpdatedCredential
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PMBOK® GuidePMBOK® Guide——Fourth Edition: PMI Fourth Edition: PMI Published TranslationsPublished Translations
ArabicChinese (Simplified)GermanFrenchItalian
* All translations are scheduled to be published Q2 2009
JapanesePortuguese (Brazilian)RussianSpanishKorean
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THANK YOU!THANK YOU!
Kevin Chuikevin@knowledgecentury.com(852) 2287 5190
Web: www.knowledgecentury.comBlog: http://knowledgecentury.blogspot.com/
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