Pmbok6 changes
•Download as PPTX, PDF•
3 likes•815 views
PMBOK 6 changes my mail ahmedhegazy.pmp@gmail.com
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Pmbok6 changes
Similar to Pmbok6 changes (20)
Recently uploaded
Recently uploaded (20)
Pmbok6 changes
- 1. Top PMBOK Guide 6 Changes
- 2. PMBOK 5 47 Processes PMBOK 6 49 Processes 1 2 6 5 1 2 0 1 0 1 1 0 No of processes changes from 47 to 49
- 3. PMBOK 5 47 Processes PMBOK 5 49 Processes 1 2 6 5 1 2 0 1 0 1 1 0 Manage Project Knowledge Added This was added to address the need for knowledge management in projects. Due to the distributed and mobile nature of the modern workforce, there’s more focus on knowledge management and information management, so that knowledge and information does not get lost. A key output of this process is the lessons learned register. PMI emphasizes the need to learn continually throughout the project rather than waiting until the end to reflect.
- 4. PMBOK 5 47 Processes PMBOK 5 49 Processes 1 2 6 5 1 2 0 1 0 1 1 0 Estimate Activity Resources Moved to Project Resource Management Since the Knowledge Area Project Human Resource Management has been repurposed as Project Resource Management (taking both human and physical resources into its folds), the Estimate Activity Resources process has been moved to the Project Resource Management.
- 5. PMBOK 5 47 Processes PMBOK 5 49 Processes 1 2 6 5 1 2 0 1 0 1 1 0 Control Resources Added n the Fifth Edition, Project Human Resource Management had no “Monitoring and Controlling” process. That was indeed puzzling. With the Sixth Edition, the Control Resources process has been added under the Monitoring and Controlling Process Group
- 6. PMBOK 5 47 Processes PMBOK 5 49 Processes 1 2 6 5 1 2 0 1 0 1 1 0 Implement Risk Responses Added Implementing Risk Responses was previously considered part of Monitor and Control Project Risk Process. But now it has been separated into a separate process under the Executing Process Group.
- 7. PMBOK 5 47 Processes PMBOK 5 49 Processes 1 2 6 5 1 2 0 1 0 1 1 0 Close Procurements Eliminated Close Procurements eliminated, and merged into Control Procurements and Close Project or Phase processes, According to market research done by PMI, contracts are usually closed by contracts, procurement or legal departments, and not by project managers. Therefore, information from Close Procurements about evaluating all completed deliverables and comparing them to the contract was moved into Control Procurements. Information about administrative, communications, and records was moved to Close Project or Phase.
- 8. Process Change Manage Project Knowledge Added Estimate Activity Resources Moved to Project Resource Management Control Resources Added Implement Risk Responses Added Close Procurements Eliminated Summary of Process Changes Five processes have been either added, or moved to a different Knowledge Area, or entirely removed from the Sixth edition.
- 9. Old Process Name New Process Name Perform Quality Assurance Manage Quality Plan Human Resource Management Plan Resource Management Acquire Project Team Acquire Resources Develop Project Team Develop Team Manage Project Team Manage Team Control Communications Monitor Communications Control Risks Monitor Risks Plan Stakeholder Management Plan Stakeholder Engagement Control Stakeholder Engagement Monitor Stakeholder Engagement The use of the term “Control” has been replaced with “Monitor” especially in processes that involve people. Research shows majority of quality tools and techniques are no longer used in the industry and quality in today's world refers to managing quality to the quality management plan. Changes in processes names
- 10. As a correction to the wrong that only schedule can be managed, not time To keep an eye on all resources - not just human resources. This includes physical - equipment, supplies, and material, and of course, human resources. Changes in knowledge area names
- 11. • New sections for Agile Development • The Agile concept is incorporated in all 10 knowledge areas. Each knowledge area will contain a section entitled Approaches for Agile, Iterative and Adaptive Environments, describing how these practices integrate project settings. • A new strategy, “Escalate Responses” is added • empowering a Project manager to increase the risk to the appropriate party so that the risk is no longer his/her responsibility. Once escalated, the Project Manager will now have the option of :Either removing the risk from the project’s risk register after analysis • Or keeping it in the risk register, but classifying it as “Escalated/Assigned To.” • New Chapter 3 will be devoted to “The Role of the Project Manager” • where many aspects of the Project Manager’s role will be specifically mapped to the PMI Talent Triangle. • There will be distinction between "Communication" (as in communicating between two people) and "Communications" (artifacts, such as published emails). • Lessons Learned Register is an important output of the “Manage Project Knowledge” process • Project Scope Management – both Project Management and Business Analysis are emphasized as they work together to achieve the best project goals