High Level Changes to

The Standard for Project Management

ThankyoufortakingthetimetoreviewandcommentonPMIsStandardforProjectManagement(Standard).
Beforeyoubeginyourreview,wewouldliketocallyourattentiontosomeofthechangesmadefromtheFifth
totheSixthEditionoftheStandardsectionofAGuidetotheProjectManagementBodyofKnowledge
(PMBOKGuide),andprovideyouwithsomebackgroundonthosechanges.

Key Concepts
ManykeyconceptsaddressedinthefirstthreechaptersofthePMBOKGuidearecovered,inabbreviated
form,inSectionIoftheStandard.SectionIIoftheStandardcontainsadescriptionoftheprojectmanagement
processes,organizedbyProcessGroup,alongwiththeirkeybenefits,inputsandoutputs.

Processes
TheProcessGroupsremainthesameintheSixthEdition,althoughtwoKnowledgeAreashavenewnames:

ProjectTimeManagementisnowProjectScheduleManagement,emphasizingtheimportanceof
schedulinginprojectmanagement.ThisalignswithPMIsPracticeStandardforScheduling.
ProjectHumanResourceManagementisnowProjectResourceManagement.Wediscussbothteam
resourcesandphysicalresourcesintheprocessesofthisKnowledgeArea.

TherearethreenewprocessesintheSixthEdition:

ManageProjectKnowledgeispartoftheExecutingProcessGroupandProjectIntegration
Managementknowledgearea.

ImplementRiskResponsesispartoftheExecutingProcessGroupandProjectRiskManagement
knowledgearea.

ControlResourcesispartoftheMonitoringandControllingProcessGroupandProjectResource
Managementknowledgearea.

EstimateActivityResourcesisstillpartofthePlanningProcessGroup,butitisassociatedwithProjectResource
ManagementprocessesinsteadofProjectScheduleManagementprocesses.
Inaddition,someprocesseshavedifferentnames.Forexample,toalignwithresearchshowingthatproject
managementismoreaboutfacilitatingandmanagingthancontrolling,wehaveshiftedseveralprocessesfrom
aControlfunctiontoaMonitorfunction.Inothercases,wehavealignedtheprocessnamewiththeintentof
theprocess.Thechartbelowidentifiesthenamechanges.

FifthEdition

SixthEdition

PerformQualityAssurance

ManageQuality

PlanHumanResourceManagement

PlanResourceManagement

ControlCommunications

MonitorCommunications

ControlRisks

MonitorRisks

PlanStakeholderManagement

PlanStakeholderEngagement

ControlStakeholderEngagement

MonitorStakeholderEngagement
1

High Level Changes to

The Standard for Project Management

ThefunctionoftheCloseProcurementprocesshasnowbeencapturedwithinControlProcurementsandClose
ProjectorPhase.Researchshowsthatfewprojectmanagershavetheauthoritytoformallyandlegallyclosea
contract.Projectmanagersareresponsibletodeterminethatworkiscomplete,recordsindexedandarchived,
andresponsibilitiestransferredappropriately.Thus,wehavenowincludedworkassociatedwithClose
Procurementswithintheaforementionedprocesses.

Project Management Plan Components and Project Documents

Pleasenotethefollowingchangestotheprojectmanagementplancomponentsandprojectdocuments:
Thecomponentsoftheprojectmanagementplanthatareinputstoaprocess,orthatareupdatedas
outputsfromaprocess,arenotlistedindividuallyintheinputsoroutputs.Rather,theproject
managementplanistheinputandprojectmanagementplanupdatesistheoutput.
Beneaththeinput/outputtable,alistofpotentialprojectmanagementplancomponentsisidentified.
However,thecomponentsoftheprojectmanagementplanthatwillbeinputsorupdateddependson
theneedsoftheproject.
Projectdocumentsarelistedasaninputandprojectdocumentsupdatesislistedasanoutput,as
appropriate.Beneaththeinput/outputtablethereisalistofpotentialprojectdocumentsthatmaybe
inputs,ormaybeupdatedasanoutput.Theneedsoftheprojectwilldeterminetheactualproject
documentsthatshouldbeinputsorupdatedasanoutput.
ThankyouagainfortakingtimetoreviewthisStandard.

Sincerely,
ThePMBOKGuideSixthEditionCommittee