It offers access to the PMI standards, guides, how-to content, and its wider body of knowledge. These are necessary evidence of learning and development, which PMI requires to support your retention of its key certifications.
Or, at least, a hybrid approach, within a predictive framework. PMBOK 7 makes no such presupposition. The process groups are merely one model we can draw upon.
Therefore, they appear on pages in a few paragraphs, in the section on models. Processes are not deprecated. They are simply identified as a useful model to draw upon when you need it. But they have done better. They put it into the standard. This means that, any organization that wants to work to the ANSI standard, must prioritize value delivery. This is another excellent download , which I strongly recommend to you. For my detailed training in this area, please do take a look at our Benefits Management course.
I have spotted it in three places:. Whilst they will mostly be subjective matters of judgment, useful principles will be those that gain wide — near-universal — acceptance among a relevant community of practitioners. A statement that captures and summarizes a generally accepted objective for the practice of the disciplines and functions of portfolio, program, and project management.
Project Performance Domains take up around a third of the Body of Knowledge. PMI defines them as:. A project performance domain is a group of related activities that are critical for the effective delivery of project outcomes. Project performance domains are interactive, interrelated, and interdependent areas of focus that work in unison to achieve desired project outcomes. I think of Performance Domains as the broad areas we focus on.
They must, necessarily, overlap. This is because projects are complex and we need to integrate their parts.
But each represents a substantial element of our work that we will focus on. So, they cross over a number of Knowledge Areas. To some extent, they must always be arbitrary. I particularly like the layout of the chapter on Project Performance Domains.
The definition boxes at the start of each section are helpful — and similar to those in the Principles chapter. But we also have relevant definitions and orange call-out boxes with helpful insights.
This section is a great learning resource. Inevitably, Project Managers familiar with earlier editions will want to know where the ideas from each knowledge area have gone. This is maybe missing the point of the Performance Domains. Among the 12 Principle and 8 performance domains, there appears to be no mention of cost, or budget. Can this be because the core team forgot about them? I cannot believe this is true. Maybe you would have cut up the performance domains in another way.
And, done so by serious people with a lot of experience and knowledge. PMBOK 6 only gave this the most cursory of coverage. But, here, we find some very helpful guidance. Tailoring is the deliberate adaptation of your whole Project Management approach to the situation.
In choosing an approach, Project Managers must be mindful of the:. It is also an essential resource for professionals preparing for a PMP certification or other PM-related certification. It is a handy desk reference for people getting ready to handle a project or those in the thick of things but want to make sure that the outcome will be successful and up to standards.
Scott F. Gabriel Y. Stephen B. He also mentions that the explanation in showing the business value for undertaking a project helps justify why businesses should embrace PM practices. There is also an additional discussion on four new planning processes for scope management, schedule management, cost management, and stakeholder management.
The book is a high-level guide that resulted from the collaborative efforts and knowledge of practicing project managers. The presentation of project data information and information flow has been refined.
Some readers find the style of writing to be dry, so some people find it hard to absorb. The book is the main reference for the processes and practice of project management.
These approaches can be predictive, agile, hybrid or waterfall. The important point is, project management standards must not be favoring one approach on another.
Project management standards must focus on successful project and value delivery. There will be principles that are generally accepted and practiced in project management. While current and previous PMBOK editions were focusing on deliverables, evolving project dynamics focus on overall project outcomes and new PMBOK will focus on outcomes rather than deliverables.
This does not mean that process-based approaches are not relevant or useful anymore. Many organizations and project management practitioners continue to use conventional project management delivery methods.
Projects deliver outcomes and these outcomes bring value to the organization and its stakeholders. There will be Tailoring, Models, Methods and Artifacts chapters as well. These are referred to as the five stages of a project lifecycle as well. For each knowledge area, there are processes belonging to these process groups. For instance, the estimate costs process is a process belonging to the planning process group and cost management knowledge area.
In PMBOK 7th edition, there will be a shift from the process-based approach to the principle-based approach. The Value Delivery System will focus on delivering valuable outcomes rather than deliverables. Projects are fundamental components of the Value Delivery System and principles will guide the Project Managers, Team Members and stakeholders on how to achieve intended outcomes to deliver value to the organization and stakeholders. Based on this system, strategies, missions or objectives of an organization decides the next portfolios or investments.
Portfolios can include sub-portfolios, programs or projects.
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