{"id":8816,"date":"2018-01-12T11:30:18","date_gmt":"2018-01-12T17:30:18","guid":{"rendered":"http:\/\/www.watermarklearning.com\/blog\/?p=8816"},"modified":"2024-09-05T16:40:04","modified_gmt":"2024-09-05T21:40:04","slug":"new-pmbok-guide-pmp-part-1","status":"publish","type":"post","link":"https:\/\/www.watermarklearning.com\/blog\/new-pmbok-guide-pmp-part-1\/","title":{"rendered":"The New PMBOK Guide – What It Means For PMP Certification And More – Part 1"},"content":{"rendered":"

\"PMBOK<\/a>Here we are on the eve of another Project Management Institute Project Management Professional (PMP)\u00ae<\/a> exam change following release of PMI\u2019s new edition of\u00a0\u00a0A Guide to the Project Management Body of Knowledge (PMBOK\u00ae Guide)<\/em>.<\/p>\n

This is the first in a two-part article in which I highlight some changes to the PMBOK\u00ae Guide<\/a>.<\/em> In the second part, I will suggest an approach to digesting the new version and share some thoughts about the exam changes.<\/p>\n

PMBOK\u00ae Guide – Sixth Edition \u2013 What\u2019s New<\/h2>\n

First, the changes to the processes and how they are organized is not changed substantially. A couple of processes have been renamed to create better consistency, and a couple of new processes have been added. But the overall structure with Knowledge Areas (KA) and Process Groups (PG) is the same. To be sure, details with inputs and outputs have been modified, but that would make for some very tedious reading, so I will talk about more interesting changes.<\/p>\n

Three new sections are included at the beginning of each KA: Trends and Emerging Practices, Tailoring Considerations, and Considerations for Agile\/Adaptive Environments<\/a>. Each KA now addresses these topics with specifics pertinent to that KA.<\/p>\n

Trends and emerging practices<\/strong><\/span>\u00a0include tools like earned schedule in the Cost Management KA, which is not a new practice, per se, but is something that wasn\u2019t mentioned in the PMBOK\u00ae Guide \u2013 Fifth Edition<\/em>. Another example is use of multiple contractors and standard contract forms amenable to large, international megaprojects in Procurement Management. The idea of self-organizing teams is identified as an emerging practice in Resource (formerly called HR) Management. An expanded the view of who a stakeholder is and involving all team members in the effort to engage stakeholders is a trend in the Stakeholder Management KA.<\/p>\n

Tailoring considerations<\/strong><\/span>\u00a0make explicit what was more subtly implied in previous PMBOK\u00ae Guide<\/em> editions. Questions help define how to make these processes work given the uniqueness of the organization such as constraints and stakeholders. For example, regarding Communications Management, how many languages are used among project team members, and are the team members geographically distributed? How much certainty is there around the requirements and how will that impact Scope Management processes? How will project size and complexity impact Risk Management processes?<\/p>\n

The idea of tailoring isn\u2019t new to the PMBOK\u00ae Guide<\/em>, but inclusion of these sections with questions specific to each KA brings tailoring to the fore and makes the document feels much more like the flexible framework that it is, and much less like a prescriptive methodology that it is often misunderstood to be.<\/p>\n

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