White paper changes to the pmbok 4th edition

White Paper on
A Project Manager’s Perspective on Changes to the Guide to the Project Management
Body of Knowledge (PMBOK® Guide) Fourth Edition
Erika Flora, MS, PMP, ITIL Expert - Principal Consultant, Beyond20, erika.flora@Beyond20.com

I. INTRODUCTION
On December 31, 2008, the Project Management Institute (PMI®) released the 4 th edition of the
PMBOK® Guide, the foundational book used to study and prepare for the Project Management
Professional (PMP) exam. On July 1, 2009 the exam changed over to the 4th edition, and project
management professionals world-wide now use this new edition to prepare for the PMP exam. So,
what has changed? The good news is that many of the core concepts and order of project activities
performed are the same as in the 3rd edition. If you took and passed the 3rd edition exam, what
you have learned is still valid. If you have studied the 3rd edition material, but have not yet taken
the exam, you will, unfortunately, have a lot of process Inputs, Outputs, Tools & Techniques to re-
learn and memorize.

Overall, the refresh of the new text mainly consolidates and clarifies previously confusing concepts
and includes additional concepts that today’s Project Manager deals with. This white paper
outlines these changes, in chronological fashion and in line with how projects are actually being
performed (i.e. in order of each of the five process groups - Initiating, Planning, Executing,
Monitoring and Controlling, and Closing). Thus, it takes a slightly different slant from other white
papers on the subject. For a list of changes according to each of the nine Knowledge Areas, see the
Preface to and Appendix A of the Fourth Edition in the PMBOK® Guide (pages XXII-XXIII and 349-
357).

II. OVERVIEW OF CHANGES
General
The two prevailing themes with the PMBOK® Guide 4th edition changes are that of “clarity” and
“consistency”. In teaching 3rd edition classes, students in every class always had some confusion
around conflicting definitions and have lots of questions around why some documents are
mentioned and why others weren’t as an Process Inputs, Outputs, Tools or Techniques. The 4 th
edition seems to do a good job of addressing and alleviating these types of issues.

Project Management Processes
First, there are now 42 processes detailed in the fourth edition of the PMBOK® Guide, as compared
to 44 processes in the 3rd edition. Two new processes have been added, two have been removed,
and four other processes have been combined into two, specifically within Project Procurement
Management, as detailed below:

New Removed Consolidated
Identify Stakeholders Develop Preliminary Plan Purchases and Acquisitions and
Collect Requirements Scope Statement Plan Contracting > Plan Procurements
Scope Planning Request Seller Responses and Select
Sellers > Conduct Procurements

Page 1 of 21
www.Beyond20.com

A few other processes have changed process groups, for example, “Manage Project Team” is now
an Executing process; and “Manage Stakeholders” is now a Monitoring and Controlling process.
Also, to improve readability and consistency throughout, all 42 processes are now in verb-noun
format. For example, “Scope Definition” has been renamed as “Define Scope”. Since Project
Managers are performing these activities within their projects, it makes sense that the processes
would be written this way. For those of us used to the process names as they are written in the 3 rd
edition, it takes a little practice to get the names straight in the 4 th edition. However, long term,
this is a much more intuitive way to refer to the processes we perform.

Portfolio, Program, and Project Management
In chapter 1 of the PMBOK® Guide 4th edition, there is additional information on the differences
between managing a Portfolio, Program, and Project as many project managers are now finding
themselves managing programs and even portfolios; and it is important to understand and be able
to communicate the differences between them. I find this is a common question from team
members and other non-Project Managers in many organizations.

Enterprise Environmental Factors and Organizational Process Assets
Further, there is a clearer differentiation between Enterprise Environmental Factors (EEFs) and
Organizational Process Assets (OPAs). These are detailed in the table below. Also, EEFs and OPAs
serve as inputs (and outputs) to more processes in the 4th edition and closer line up with real life.

Enterprise Environmental Factors Organizational Process Assets
Any or all external environmental factors Any or all process related assets, from
and internal organizational environmental any or all of the organizations involved in
factors that surround or influence the the project that are or can be used to
project’s success. These factors are from influence the project’s success. These
any or all of the enterprises involved in the process assets include formal and
project, and include organizational culture informal plans, policies, procedures, and
and structure, infrastructure, existing guidelines. The process assets also
resources, commercial databases, market include the organizations’ knowledge
conditions, and project management bases such as lessons learned and
software. historical information.

Project Initiation and Planning documents
There have been some changes involving the Project Management Plan, Project Charter, and
Project Scope Statement. Namely, the Project Management Plan and its subsidiary plans have
been more clearly defined and separated out. There has also been a clearer distinction between
plans and other Project documents (see page 350 in the PMBOK® Guide for a list of these items). In
addition, there is a clearer distinction between the components of the Project Charter and the
Project Scope Statement (the Preliminary Project Scope Statement has gone away). The
differences are detailed on page 351 of the PMBOK® Guide 4th edition.

Requested Changes, Corrective and Preventive Actions (CAPA), and Defect Repairs
Whereas, these items were separated in the 3rd edition, these have all been consolidated under the
heading of “Change Requests”. Rather, the PMBOK® Guide defines different types of requests.

Page 2 of 21
www.Beyond20.com

Process Flow Diagrams
The old Process Flow Diagrams have been replaced by Data Flow Diagrams in this edition. At first
glance, they look complex and a bit scary, but they actually contain a lot of helpful information. I
highly recommend taking a look at them at the beginning of each chapter.

Interpersonal and Other Skills
In Chapter 1 of the PMBOK® Guide, the characteristics needed by a Project Manager have been
pared down and clarified from five to three as follows: Knowledge (of project management),
Performance (the PM is able to accomplish what they set out to do in a project), and Personal
(leadership, etc.). Also, more information has been added to the PMBOK® Guide in Appendix G on
the interpersonal and other soft skills needed and carried out by Project Managers. The 3rd edition
did not contain a lot of information on topics like leadership, persuasion, communication, etc.
Thankfully, the 4th edition expands on these “soft” skills regularly employed by Project Managers.
Additional new and expanded concepts are also detailed throughout this white paper, in the
appropriate section below.

III. INITIATING PROCESS GROUP
This is the stage of a project where a Project Manager is assigned, and the PM is responsible for
obtaining approval for the project and determining who needs to be involved. In the 4 th edition,
the process entitled “Develop Preliminary Project Scope Statement” is removed. Previously,
understanding the difference between this document and the Project Charter was somewhat
confusing. As a result, the authors have done away with the Preliminary Scope Statement. In
addition, they have added the process “Identify Stakeholders”. This activity was implied in the 3 rd
edition and is now officially called out. Changes to the specific process are detailed below.

Project Integration Management
 Develop Project Charter
This process has changed somewhat. The concept of a “Business Case” is a new input, and
the Tools and Techniques have been pared down to only include “Expert Judgment”. Below
is the process as it appears in the 4th edition.

Inputs Tools & Techniques Outputs
1. Project statement of work 1. Expert judgment 1. Project charter
2. Business case
3. Enterprise environmental
factors
4. Organizational process assets
Figure 4-2: Develop Project Charter: Inputs, Tools & Techniques, and Outputs
A Guide to the Project Management Body of Knowledge-Fourth Edition (PMBOK® Guide).
©2008 Project Management Institute, Inc. All Rights Reserved.

Project Communications Management
 Identify Project Stakeholders
This is a new process in the 4th edition and is pictured below. I really like that this has been
added as its own process because this is a significant activity early on and can avoid

Page 3 of 21
www.Beyond20.com

significant headaches later on in the project. Two deliverables worth noting are the
“Stakeholder register” and “Stakeholder management strategy”. The Stakeholder Register
is similar in nature to the Risk Register and details, for example, the names of project
stakeholders, their interests, influence, communications strategy, and documents they
should receive. This is kind of a cool addition to the PMBOK® Guide.

1. Project charter 1. Stakeholder analysis 1. Stakeholder register
2. Procurement documents 2. Expert judgment 2. Stakeholder
3. Enterprise environmental management
factors strategy
Figure 10-2: Identify Stakeholders: Inputs, Tools & Techniques, and Outputs

III. PLANNING PROCESS GROUP
One the project is approved, the Project Manager can now begin planning project details. In this
process group, most of the processes have remained the same. Typically only the name has
changed. The two Procurement processes have been combined into a single process and refined to
give clarity around these activities. Details on the specific planning processes are detailed below.

 Develop Project Management Plan
The Inputs and Tools & Techniques have been updated and simplified to include the
elements below. Extraneous information like the Project Management Information System
(PMIS) and PM Methodology has been removed from this process.

1. Project charter 1. Expert judgment 1. Project
2. Outputs from planning management plan
processes
factors
Figure 4-4: Develop Project Management Plan: Inputs, Tools & Techniques, and Outputs

Project Scope Management
 Collect Requirements
The name of this process was changed from “Scope Planning” in the 3rd edition to better
align with verb-noun format. In the 4th edition, the Inputs have been simplified; however,
there are a number of new Tools & Techniques and Outputs introduced that are worth
investigating further (see below).

Page 4 of 21
www.Beyond20.com

1. Project charter 1. Interviews 1. Requirements
2. Stakeholder register 2. Focus groups documentation
3. Facilitated workshops 2. Requirements
4. Group creativity management plan
techniques 3. Requirements
5. Group decision traceability matrix
making techniques
6. Questionnaires and
surveys
7. Observations
8. Prototypes
Figure 5-2: Collect Requirements: Inputs, Tools & Techniques, and Outputs

 Define Scope
The name of this process has also been updated, from “Scope Definition”. In this process,
the Inputs, Outputs, Tools & Techniques have changed somewhat.

1. Project charter 1. Expert judgment 1. Project scope
2. Requirements documentation 2. Product analysis statement
3. Organizational process assets 3. Alternatives 2. Project document
identification updates
4. Facilitated workshops
Figure 5-4: Define Scope: Inputs, Tools & Techniques, and Outputs

 Create WBS
This process has also been pared down and simplified in the 4 th edition (see below).

1. Project scope statement 1. Decomposition 1. WBS
2. Requirements documentation 2. WBS dictionary
3. Organizational process assets 3. Scope baseline
4. Project document
templates
Figure 5-6: Create WBS: Inputs, Tools & Techniques, and Outputs

Project Time Management
 Define Activities
The name of this process has been updated from “Activity Definition” in the 3 rd edition. The
Inputs, Tools & Techniques, and Outputs for this process have been pared down and
simplified in the 4th edition as shown below.

Page 5 of 21
www.Beyond20.com

1. Scope baseline 1. Decomposition 1. Activity list
2. Enterprise environmental 2. Rolling wave planning 2. Activity attributes
factors 3. Templates 3. Milestone list
3. Organizational process assets 4. Expert judgment
Figure 6-3: Define Activities: Inputs, Tools & Techniques, and Outputs

 Sequence Activities
This process was called “Activity Sequencing” in the 3rd edition. In this process, the Inputs,
Outputs, Tools & Techniques have changed somewhat as shown below. The Arrow
Diagramming Method (ADM) has gone away as a Tool & Technique. With the advent of
tools like Microsoft® Project, ADM is hardly ever used in real life, so I was glad to see it go.
In addition, the Inputs and Outputs for this process have been simplified.

1. Activity list 1. Precedence diagramming 1. Project schedule
2. Activity attributes method (PDM) network diagrams
3. Milestone list 2. Dependency 2. Project document
4. Project scope statement determination activities
5. Organizational process 3. Applying leads and lags
assets 4. Schedule network
templates
Figure 6-5: Sequence Activities: Inputs, Tools & Techniques, and Outputs

 Estimate Activity Resources
This process has been updated to be in verb-noun format, from “Activity Resource
Estimating” in the 3rd edition. Some of the Inputs for this process have also changed. For
example, Resource Calendars has taken the place of “Resource availability”, and Project
Management Plan has been removed as an Input. The Outputs have also been simplified
(from five outputs to three).

1. Activity list 1. Expert judgment 1. Activity resource
2. Activity attributes 2. Alternatives analysis requirements
3. Resource calendars 3. Published estimating 2. Resource
4. Enterprise environmental data breakdown
factors 4. Bottom-up estimating structure
5. Organizational process 5. Project management 3. Project document
assets software updates
Figure 6-8: Estimate Activity Resources: Inputs, Tools & Techniques, and Outputs

Page 6 of 21
www.Beyond20.com

 Estimate Activity Durations
This process was called “Activity Duration Estimating” in the 3 rd edition. The Inputs and
Outputs of this process have changed slightly with the 4th edition. The “Project
Management Plan” is no longer an Input; and the Output “Activity attributes (updates)” is
now called “Project document updates”.

1. Activity list 1. Expert judgment 1. Activity duration
2. Activity attributes 2. Analogous estimating estimates
3. Activity resource 3. Parametric estimating 2. Project document
requirements 4. Three-point estimates updates
4. Resource calendars 5. Reserve analysis
5. Project scope statement
factors
7. Organizational process
assets
Figure 6-10: Estimate Activity Durations: Inputs, Tools & Techniques, and Outputs

 Develop Schedule
This process name has been updated from “Schedule Development” in the 3 rd edition.
Further, under Inputs, “Enterprise Environmental Factors” has been added, and the “Project
Management Plan” has been removed. In Tools & Techniques, “Project Management
Software” has been renamed as a “Scheduling Tool”, and “Adjusting Leads and Lags” is now
called “Applying leads and lags”. Under Tools & Techniques, the “Scheduling Model” and
“Applying Calendars” have been removed. The Outputs have been significantly pared down
(from eight outputs to four) as shown below. As with the 3rd edition, this remains as one of
the longer processes with a number of process elements contained within.

1. Activity list 1. Schedule network 1. Project schedule
2. Activity attributes analysis 2. Schedule baselines
3. Project schedule network 2. Critical path method 3. Schedule data
diagrams 3. Critical chain method 4. Project document
4. Activity resource 4. Resource leveling updates
requirements 5. What-if scenario analysis
5. Resource calendars 6. Applying leads and lags
6. Activity duration estimates 7. Schedule compression
7. Project scope statement 8. Scheduling tools
factors
assets
Figure 6-12: Develop Schedule: Inputs, Tools & Techniques, and Outputs

Page 7 of 21
www.Beyond20.com

Project Cost Management
 Estimate Costs
The name of this process used to be “Cost Estimating” in the 3rd edition. With the 4th
edition, the Inputs of this process have significantly changed. With the exception of EEFs
and OPAs, all Inputs are new. The Tools & Techniques have changed somewhat. “Expert
judgment” and “Three-point estimates” are new. “Project Management software” has
changed to “Project management estimating software”, and “Determine resource cost
rates” has gone away. Outputs have been simplified (from four outputs to three). In the
3rd edition, the three deliverables - Project scope statement, WBS, and WBS dictionary -
were all called out as separate Inputs to this process. In the 4th edition, however, these
have been consolidated into a single “Scope baseline” Input.

1. Scope baseline 1. Expert judgment 1. Activity cost
2. Project schedule 2. Analogous estimating estimates
3. Human resource plan 3. Parametric estimating 2. Basis of estimates
4. Risk register 4. Bottom-up estimating 3. Project document
5. Enterprise environmental 5. Three-point estimates updates
factors 6. Reserve analysis
6. Organizational process 7. Cost of quality
assets 8. Project management
estimating software
9. Vendor bid analysis
Figure 7-2: Estimate Costs: Inputs, Tools & Techniques, and Outputs

 Determine Budget
The name of this process was “Cost Budgeting” and is now “Determine Budget”. For the
Inputs, “Project scope statement”, “WBS”, and “WBS dictionary” have been consolidated
into a single Input, the “Scope baseline”. The “Cost management plan” has been removed,
and a few Inputs were renamed slightly. Organizational Process Assets (OPAs) were added.
In Tools & Techniques, “Parametric estimating” has been removed, and “Expert judgment”
& “Historical relationships” has been added. Last, the Outputs have been simplified (from
four outputs to three).

1. Activity cost estimates 1. Cost aggregation 1. Cost performance
2. Basis of estimates 2. Reserve analysis baseline
3. Scope baseline 3. Expert judgment 2. Project funding
4. Project schedule 4. Historical relationships requirements
5. Resource calendars 5. Funding limit 3. Project document
6. Contracts reconciliation updates
assets

Figure 7-4: Determine Budget: Inputs, Tools & Techniques, and Outputs

Page 8 of 21
www.Beyond20.com

Project Quality Management
 Plan Quality
The “Quality Planning” process has been renamed “Plan Quality” in the 4 th edition. Also,
there are now four Cost of Quality types as “Failure Costs” has been divided into “Internal
Failure Costs” and “External Failure Costs”. In the process Inputs, Only “Enterprise
environmental factors” and “Organizational process assets” are the same. All other Inputs
are new for this process. In Tools & Techniques, many of these T&Ts are new (five elements
have increased to nine). Whereas, the Outputs have been simplified (six outputs have been
reduced to five).

1. Scope baseline 1. Cost benefit analysis 1. Quality
2. Stakeholder register 2. Cost of quality management plan
3. Cost performance baseline 3. Control charts 2. Quality metrics
4. Schedule baseline 4. Benchmarking 3. Quality checklists
5. Risk register 5. Design of experiments 4. Process
6. Enterprise environmental 6. Statistical sampling improvement plan
factors 7. Flowcharting 5. Project document
7. Organizational process 8. Proprietary quality updates
assets management
methodologies
9. Additional quality
planning tools
Figure 8-2: Plan Quality: Inputs, Tools & Techniques, and Outputs

Project Human Resource Management
 Develop Human Resource Plan
This process was previously called “Human Resource Planning” in the 3 rd edition. Within
this process, “Roles and responsibilities”, “Project organization charts”, and “Staffing
management plans” were all listed as outputs in the 3rd edition. These, however, have been
consolidated into the “Human resource plan” in the 4 th edition. Outside of the process, the
number of project interfaces contained in the PMOBOK Guide® increased from three to five
to include: Organizational, Technical, Interpersonal, Logistical (new), and Political (new).

1. Activity resource 1. Organization charts and 1. Human resource
requirements position descriptions plan
2. Enterprise environmental 2. Networking
factors 3. Organizational theory
assets
Figure 9-2. Develop Human Resource Plan: Inputs, Tools & Techniques, and Outputs

Page 9 of 21
www.Beyond20.com

 Plan Communications
This process has been renamed from “Communications Planning” and has been slightly
expanded in the 4th edition. “Stakeholder register” and “Stakeholder management
strategy” are new Inputs. Whereas, “Project scope statement” and “Project Management
plan” have been removed as Inputs. “Communication models” and “Communication
methods” are new Tools & Techniques; and “Project document updates” is a new Output.

1. Stakeholder register 1. Communication 1. Communications
2. Stakeholder management requirements analysis management plan
strategy 2. Communication 2. Project document
3. Enterprise environmental technology updates
factors 3. Communication models
4. Organizational process 4. Communication methods
assets
Figure 10-6. Plan Communications: Inputs, Tools & Techniques, and Outputs

Project Risk Management
 Plan Risk Management
This process was changed from “Risk Management Planning”. Other than the name change,
only the Inputs of this process have changed. The “Project Management plan” was
removed; and the Inputs “Cost management plan”, “Schedule management plan”, and
“Communications management plan” have been added as pictured below.

1. Project scope statement 1. Planning meetings and 1. Risk management
2. Cost management plan analysis plan
3. Schedule management plan
4. Communications
management plan
factors
assets
Figure 11-2. Plan Risk Management: Inputs, Tools & Techniques, and Outputs

 Identify Risks
This process was previously called “Risk Identification” in the 3 rd edition. In this revised
process, there are significantly more Inputs and Tools & Techniques. As a result, this has
become a large process with numerous elements.

Page 10 of 21
www.Beyond20.com

1. Risk management plan 1. Documentation reviews 1. Risk resister
2. Activity cost estimates 2. Information gathering
3. Activity duration estimates techniques
4. Scope baseline 3. Checklist analysis
5. Stakeholder register 4. Assumptions analysis
6. Cost management plan 5. Diagramming techniques
7. Schedule management plan 6. SWOT analysis
8. Quality management plan 7. Expert judgment
9. Project documents
factors
assets
Figure 11-6. Identify Risks: Inputs, Tools & Techniques, and Outputs

 Perform Qualitative Risk Analysis
The only thing different about this process is the new name (previously named the “Quality
Risk Analysis” process) and the addition of “Expert judgment” as a Tool & Technique.

1. Risk register 1. Risk probability and 1. Risk register updates
2. Risk management plan impact assessment
3. Project scope statement 2. Probability and impact
4. Organizational process matrix
assets 3. Risk data quality
assessment
4. Risk categorization
5. Risk urgency assessment
6. Expert judgment
Figure 11-8. Perform Qualitative Risk Analysis: Inputs, Tools & Techniques, and Outputs

 Perform Quantitative Risk Analysis
In this process, the name (previously called “Quantitative Risk Analysis”) and Inputs have
changed slightly. The Inputs “Project scope statement” and “Project Management plan”
have been removed; and additional plan documents, namely “Cost management plan” and
“Schedule management plan” have been added as new Inputs. Also, there are now two
Tools & Techniques listed under “Data gathering and representation techniques” (versus
three in the 3rd edition), and “Expert judgment” has been added as a separate Tool &
Technique. The “Decision tree analysis” has also been removed as a Tool & Technique.

Page 11 of 21
www.Beyond20.com

1. Risk register 1. Data gathering and 1. Risk register updates
2. Risk management plan representation
3. Cost management plan techniques
4. Schedule management plan 2. Quantitative risk analysis
5. Organizational process and modeling techniques
assets 3. Expert judgment
Figure 11-11. Perform Quantitative Risk Analysis: Inputs, Tools & Techniques, and Outputs

 Plan Risk Responses
The name of this process has changed from “Risk Response Planning”. In addition, the Tool
& Technique “Strategy for both threats & opportunities” has been removed. “Expert
judgment” has been added as a Tool & Techniques. Last, “Project document updates” has
been added as a new process Output as pictured below.

1. Risk register 1. Strategies for negative 1. Risk register updates
2. Risk management plan risks or threats 2. Risk-related contract
2. Strategies for positive decisions
risks or opportunities 3. Project
3. Contingent response management plan
strategies updates
4. Expert judgment 4. Project document
updates
Figure 11-17. Plan Risk Responses: Inputs, Tools & Techniques, and Outputs

In addition to the process changes, Acceptance has been added a new positive risk
response. In the PMBOK® Guide 3rd edition, Acceptance was only seen as a negative
response.

Project Procurement Management
 Plan Procurements
This process has been consolidated from two processes (“Plan Purchases and Acquisitions”
and “Plan Contracting”). Thus, this has become a very detailed and robust Project
Management process. Also, the term Contract SOW has changed to Procurement SOW in
4th edition. “Evaluation Criteria” has been renamed “Source Selection Criteria” and
additional detail has been included around the different criteria.

Page 12 of 21
www.Beyond20.com

1. Scope baseline 1. Make-or-buy analysis 1. Procurement
2. Requirements 2. Expert judgment management plan
documentation 3. Contract types 2. Procurement
3. Teaming agreements statements of work
4. Risk register 3. Make-or-buy
5. Risk-related contract decisions
decisions 4. Procurement
6. Activity resource documents
requirements 5. Source selection
7. Project schedule criteria
8. Activity cost estimates 6. Change requests
9. Cost performance baseline
factors
assets
Figure 12-2. Plan Procurements: Inputs, Tools & Techniques, and Outputs

IV. EXECUTING PROCESS GROUP
Once all planning activities have been completed, the project is kicked off and enters the Execution
phase. Many of the process in this process group have changed to verb-noun format, and two
processes have moved to this process group from the Monitoring and Controlling process group.
Detailed changes to the specific processes during project execution are detailed below.

 Direct and Management Project Execution
The Inputs of this process have been pared down from the 3 rd edition (from seven Inputs to
four. Preventive & Corrective Actions and Defect repairs have been consolidated into
“Change Requests”); and EEFs and OPAs have been added as Inputs. Under Tools &
Techniques, “PM methodology” has been replaced by “Expert judgment”. The process
Outputs have also been pared down from seven to five as detailed below.

1. Project management plan 1. Expert judgment 1. Deliverables
2. Approved change requests 2. Project management 2. Work performance
3. Enterprise environmental information system information
factors 3. Change requests
4. Organizational process 4. Project
assets management plan
updates
5. Project document
updates
Figure 4-6. Direct and Manage Project Execution: Inputs, Tools & Techniques, and Outputs

Page 13 of 21
www.Beyond20.com

 Perform Quality Assurance
The Inputs, Outputs, Tools & Techniques in this process have been pared down significantly
(particularly the Inputs) in the 4th edition.

1. Project management plan 1. Plan Quality and Perform 1. Organizational
2. Quality metrics Quality Control tools and process assets
3. Work performance techniques updates
information 2. Quality audits 2. Change requests
4. Quality control 3. Process analysis 3. Project
measurements management plan
updates
4. Project document
updates
Figure 8-8. Perform Quality Assurance: Inputs, Tools & Techniques, and Outputs

Project Human Resource Management
 Acquire Project Team
In this process, the Inputs have been consolidated to include only EEFs, OPAs, and the
Project Management Plan. Under Outputs, “Staffing management plan (updates)” has been
renamed “Project management plan updates”.

1. Project management plan 1. Pre-assignment 1. Project staff
2. Enterprise environmental 2. Negotiation assignments
factors 3. Acquisition 2. Resource calendars
3. Organizational process 4. Virtual teams 3. Project
assets management plan
updates
Figure 9-7. Acquire Project Team: Inputs, Tools & Techniques, and Outputs

 Develop Project Team
Within this process, the input “Resource Availability” was renamed as “Resource calendars”.
In the Tools & Techniques, “General management skills” was renamed “Interpersonal skills”.
Last, “Enterprise environmental factors” has been added as a process Output.

1. Project staff assignments 1. Interpersonal skills 1. Team performance
2. Project management plan 2. Training assessments
3. Resource calendars 3. Team-building activities 2. Enterprise
4. Ground rules environmental
5. Co-location factors updates
6. Recognition and rewards
Figure 9-9. Develop Project Team: Inputs, Tools & Techniques, and Outputs

Page 14 of 21
www.Beyond20.com

In addition, the stages of team development have been expanded in the PMBOK® Guide as
follows: Forming, Storming, Norming, Performing, and Adjourning (new).

 Manage Project Team
I like that this process has been moved from the Monitoring and Controlling process group
into Executing. The PMBOK® Guide states that it did this because, “the activities are now
more proactive to ensure project performance if optimized”. Further the process Inputs
have been pared down from nine to five, which make it easier to digest and remember.
Under Tools & Techniques, “Interpersonal skills” has been added. In Outputs, “Enterprise
environmental factors updates” has been added; and “Change requests” has replaced
Corrective Action and Preventive Actions (CAPA).

1. Project staff assignments 1. Observation and 1. Enterprise
2. Project management plan conversation environmental
3. Team performance 2. Project performance factors
assessments appraisals 2. Organizational
4. Performance reports 3. Conflict management process assets
5. Organizational process 4. Issue log 3. Change requests
assets 5. Interpersonal skills 4. Project
management plan
updates
Figure 9-11. Manage Project Team: Inputs, Tools & Techniques, and Outputs

 Distribute Project Information
This process has been renamed from “Information Distribution” in the 3 rd edition. Further,
all of the Inputs for this process are new. The Tools & Techniques have been pared down,
from four to two; and the only Output remaining is “Organizational process assets updates”.

1. Project management plan 1. Communication methods 1. Organizational
2. Performance reports 2. Information distribution process assets
3. Organizational process tools updates
assets
Figure 10-9. Distribute Information: Inputs, Tools & Techniques, and Outputs

 Manage Stakeholder Expectations
This process was also renamed (from “Manage Stakeholders”) and moved from the
Monitoring and Controlling process group into Executing. The PMBOK® Guide states that
this change was made to reflect that, “the activities are now more about doing than
recording/reporting”. In this process, the Inputs have been expanded from two to five to
include: Stakeholder register, Stakeholder management strategy, PM plan (which contains
the Communications plan), Issue log (moved from T&T), and the Change log. In Tools &

Page 15 of 21
www.Beyond20.com

Techniques, Interpersonal and Management skills were added. There are also a few small
changes in the Outputs section.

1. Stakeholder register 1. Communication methods 1. Organizational
2. Stakeholder management 2. Interpersonal skills process assets
strategy 3. Management skills updates
3. Project management plan 2. Change requests
4. Issue log 3. Project management
5. Change log plan updates
6. Organizational process 4. Project document
assets updates
Figure 10-11. Manage Stakeholder Expectations: Inputs, Tools & Techniques, and Outputs

 Conduct Procurements
This process has been consolidated from two 3rd edition processes, namely “Request Seller
Responses” and “Select Sellers”. It combines numerous elements from these two processes
and is, as a result, one of the longer processes in the 4 th edition (as pictured below).

1. Project management plan 1. Bidder conferences 1. Selected sellers
2. Procurement documents 2. Proposal evaluation 2. Procurement
3. Source selection criteria techniques contract award
4. Qualified seller list 3. Independent estimates 3. Resource calendars
5. Seller proposals 4. Expert judgment 4. Change requests
6. Project documents 5. Advertising 5. Project
7. Make-or-buy decisions 6. Internet search management plan
8. Teaming agreements 7. Procurement updates
9. Organizational process negotiations 6. Project document
assets updates
Figure 12-4. Conduct Procurements: Inputs, Tools & Techniques, and Outputs

V. MONITORING AND CONTROLLING PROCESS GROUP
In the Monitoring and Controlling process group, about half of the processes have been renamed in
verb-noun format. Also, two processes that were in this group in the PMBOK® Guide 3rd edition
have been moved to the Execution process group in the 4th edition.

 Monitor and Control Project Work
There have been significant wording changes to this process.

Page 16 of 21
www.Beyond20.com

1. Project management plan 1. Expert judgment 1. Change requests
2. Performance reports 2. Project
3. Enterprise environmental management plan
factors updates
assets updates
Figure 4-8. Monitor and Control Project Work: Inputs, Tools & Techniques, and Outputs

 Perform Integrated Change Control
This process has been renamed (from “Integrated Change Control) and has been
significantly pared down as an overall process in the 4th edition. In Tools & Techniques,
“Change control meetings” is a new element.

1. Project management plan 1. Expert judgment 1. Change request
2. Work performance 2. Change control meetings status updates
information 2. Project
3. Change requests management plan
4. Enterprise environmental updates
factors 3. Project document
5. Organizational process updates
assets
Figure 4-10. Perform Integrated Change Control: Inputs, Tools & Techniques, and Outputs

Project Scope Management
 Verify Scope
This process was previously named “Scope Verification” in the 3 rd edition. In addition, some
of the Inputs and Outputs for this process have been renamed and/or changed.

1. Project management plan 1. Inspection 1. Accepted
2. Requirements deliverables
documentation 2. Change requests
3. Requirements traceability 3. Project document
matrix updates
4. Validated deliverables
Figure 5-11. Verify Scope: Inputs, Tools & Techniques, and Outputs

 Control Scope
The “Control Scope” process has been renamed (from “Scope Control”) and has also been
pared down (for example, numerous Inputs were consolidated under the “Project
Management plan”).

Page 17 of 21
www.Beyond20.com

1. Project management plan 1. Variance analysis 1. Work performance
2. Work performance measurements
information 2. Organizational process
3. Requirements assets updates
documentation 3. Change requests
4. Requirements traceability 4. Project management
matrix plan updates
assets updates
Figure 5-13. Control Scope: Inputs, Tools & Techniques, and Outputs

Project Time Management
 Control Schedule
The “Control Schedule” process has been renamed (from “Schedule Control”). In addition,
The Inputs, Outputs, and Tools & Techniques have slightly changed in the 4th edition. In
particular, in Tools & Techniques, there are a number of new elements, i.e.: Resource
leveling, What-if scenario analysis, Adjusting leads and lags, and Schedule compression.

1. Project management plan 1. Performance reviews 1. Work performance
2. Project schedule 2. Variance analysis measurements
3. Work performance 3. Project management 2. Organizational
information software process assets
4. Organizational process 4. Resource leveling updates
assets 5. What-if scenario 3. Change requests
analysis 4. Project management
6. Adjusting leads and lags plan updates
7. Schedule compression 5. Project document
8. Scheduling tool updates
Figure 6-15. Control Schedule: Inputs, Tools & Techniques, and Outputs

Project Cost Management
 Control Costs
“Control Costs” used to be called “Cost Control” in the 3 rd edition. There are some
additional changes to the “Control Costs” process itself as well with the 4th edition. For
example, in Tools & Techniques, “Performance measurement analysis” has been renamed
“Earned value management”; and “To-complete performance index” is introduced as a new
Tool & Technique (and includes, for example, BAC and EAC).

Page 18 of 21
www.Beyond20.com

1. Project management plan 1. Earned value 1. Work performance
2. Project funding management measurements
requirements 2. Forecasting 2. Budget forecasts
3. Work performance 3. To-complete 3. Organizational process
information performance index assets updates
4. Organizational process 4. Performance reviews 4. Change requests
assets 5. Variance analysis 5. Project management
6. Project management plan updates
software 6. Project document
updates
Figure 7-7. Control Costs: Inputs, Tools & Techniques, and Outputs

 Perform Quality Control
There are some small wording changes in this process with the 4th edition. Note: This is one
of the larger, more complex processes contained in the PMBOK® Guide.

1. Project management plan 1. Cause and effect 1. Quality control
2. Quality metrics diagrams measurements
3. Quality checklists 2. Control charts 2. Validated changes
4. Work performance 3. Flowcharting 3. Validated deliverables
measurements 4. Histogram 4. Organizational
5. Approved change requests 5. Pareto chart process assets
6. Deliverables 6. Run chart updates
7. Organizational process 7. Scatter diagram 5. Change requests
assets 8. Statistical sampling 6. Project management
9. Inspection plan updates
10. Approved change 7. Project document
requests review updates
Figure 8-10. Perform Quality Control: Inputs, Tools & Techniques, and Outputs

 Report Performance
This process has been renamed (was previously “Performance Reporting” in the 3rd edition)
and its elements have been pared down in the 4th edition (as shown below). In addition,
the Tools & Techniques terminology is, for the most part, new.

Page 19 of 21
www.Beyond20.com

1. Project management plan 1. Variance analysis 1. Performance reports
2. Work performance 2. Forecasting methods 2. Organizational
information 3. Communication methods process assets
3. Work performance 4. Reporting systems updates
measurements 3. Change requests
4. Budget forecasts
assets
Figure 10-13. Report Performance: Inputs, Tools & Techniques, and Outputs

Project Risk Management
 Monitor and Control Risks
This process used to be named “Risk Monitoring and Control” and has been updated to the
verb-noun format in the 4th edition. The process elements are pretty much the same as
they appear in the 3rd edition, with some small wording changes.

1. Risk register 1. Risk reassessment 1. Risk register updates
2. Project management plan 2. Risk audits 2. Organizational
3. Work performance 3. Variance and trend process assets
information analysis updates
4. Performance reports 4. Technical performance 3. Change requests
measurement 4. Project management
5. Reserve analysis plan updates
6. Status meetings 5. Project document
updates
Figure 11-19. Monitor and Control Risks: Inputs, Tools & Techniques, and Outputs

 Administer Procurements
This process was renamed from “Contract Administration” in the 3 rd edition. Wording of
process elements, however, is very similar to the 3rd edition. There have been only some
minor changes made.

Page 20 of 21
www.Beyond20.com

1. Procurement documents 1. Contract change control 1. Procurement
2. Project management plan system documentation
3. Contract 2. Procurement 2. Organizational
4. Performance reports performance reviews process assets
5. Approved change requests 3. Inspections and audits updates
6. Work performance 4. Performance reporting 3. Change requests
information 5. Payment systems 4. Project
6. Claims administration management plan
7. Records management updates
system
Figure 12-6. Administer Procurements: Inputs, Tools & Techniques, and Outputs

VI. CLOSING PROCESS GROUP
As seen with the 3rd edition, there are two processes contained within the Closing process group.
The wording of both processes has been revised. Process specific changes are detailed below.

 Close Project or Phase
This process was renamed from “Close Project” in the 3rd edition.

1. Project management plan 1. Expert judgment 1. Final product, service,
2. Accepted deliverables or result transition
3. Organizational process 2. Organizational process
assets assets updates
Figure 4-12. Close Project or Phase: Inputs, Tools & Techniques, and Outputs

Close Procurements
This process used to be called “Contract Closure” in the 3 rd edition and has been updated to
follow the verb-noun format.

1. Project management plan 1. Procurement audits 1. Closed procurements
2. Procurement 2. Negotiated settlements 2. Organizational
documentation 3. Records management process assets
system updates
Figure 12-8. Close Procurements: Inputs, Tools & Techniques, and Outputs

Page 21 of 21
www.Beyond20.com

White paper changes to the pmbok 4th edition

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Destaque

Destaque (7)

Semelhante a White paper changes to the pmbok 4th edition

Semelhante a White paper changes to the pmbok 4th edition (20)

Último

Último (20)

White paper changes to the pmbok 4th edition